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Engineering Management > Chapter 7: Motivating > Flashcards

Chapter 7: Motivating Flashcards

1
Q

refers to the act of giving employees reasons or incentives to work to achieve organizational objectives

A

Motivating

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2
Q

process of activating behavior, sustaining it, and directing towards a particular goal

A

Motivation

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3
Q

Factors Contributing to Motivation

A

Willingness
Self-confidence
Needs Satisfaction

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4
Q

People who like what they are doing are highly motivated to produce the expected output

A

Willingness to do a job

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5
Q

When employees feel that they have the required skill and training to perform a task, the more motivated they become

A

Self confidence in carrying out a task

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6
Q

People will do their jobs well if they feel that by doing so, their needs will be satisfied

A

Needs Satisfaction

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7
Q

Theories of Motivation

A

Maslow’s Needs Hierarchy Theory
Herzberg’s Two-Factor Theory
Expectancy Theory
Goal Setting Theory

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7
Q

theorized that human beings have five basic needs

A

Abraham Maslow

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8
Q

Five basic needs according to Maslow

A

physiological
security
social
esteem
self-actualization

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9
Q

those that are concerned with biological needs like food, drink, rest

A

Physiological Needs

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10
Q

include freedom from harm coming from the elements or from other people

A

Security Needs

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11
Q

striving to secure love, affection and the need to be accepted by peers

A

Social Needs

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12
Q

the need for positive self-image and self-respect and the need to be respected by others

A

Esteem Needs

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13
Q

involving realizing our full potential as human beings and becoming all that we are able to be

A

Self-Actualization Needs

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14
Q

Developed the Two-Factor Theory

A

Frederick Herzberg

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15
Q

indicates that a satisfied employee is motivated from within to work harder and that a dissatisfied employee is not self-motivated

A

Two-Factor Theory

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16
Q

two classes of factors associated with employee satisfaction and dissatisfaction according to Herzberg

A

satisfiers or motivation factors
dissatisfiers or hygiene factors

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17
Q

is a motivation model based on the assumption that an individual will work depending on his perception of the probability of his expectation to happen

A

Expectancy Theory

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18
Q

is a belief about the likelihood or probability that a particular behavioral act will lead to a particular outcome

A

Expectancy

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19
Q

the value and individual places on the expected outcomes or rewards

A

Valence

20
Q

refers to the process of improving performance with objectives, deadlines or quality standard

A

Goal Setting Theory

21
Q

who drew the goal setting model

A

Edwin A. Locke

22
Q

Components of the goal setting model

A

Goal Content
Goal Commitment
Work Behavior
Feedback Aspects

23
Q

provide the individuals with a way of knowing how far they have gone to achieving objectives

A

Feedback

24
Q

Techniques of Motivation

A

Motivation Through Job Design
Motivation Through Rewards
Motivation Through Employee Participation
Other Motivation Techniques for the diverse work force

25
Q

specifying the tasks that constitute a job for an individual or group

A

Job Design

26
Q

Two approaches for motivating through job design

A

Fitting People to Jobs
Fitting Jobs to People

27
Q

Remedies for fitting people to jobs

A

Realistic Job Previews
Job Rotation
Limited Exposure

28
Q

where management provides honest explanations of what a job actually entails

A

Realistic Job Previews

29
Q

Where people are moved periodically from one specialized job to another

A

Job Rotation

30
Q

where a worker’s exposure to a highly fragmented and tedious job is limited

A

Limited Exposure

31
Q

Ways to achieve fitting jobs to people

A

Job Enlargement
Job Enrichment

32
Q

where two or more specialized tasks in a workflow sequence is combined into a single job

A

Job Enlargement

33
Q

where efforts are made to make jobs more interesting, challenging, and rewarding

A

Job Enrichment

34
Q

Classification of Rewards

A

Extrinsic
Intrinsic

35
Q

those which refer to payoffs granted to the individual by another party

A

Extrinsic rewards

36
Q

those which are internally experienced payoffs which are self-granted

A

Intrinsic rewards

37
Q

specific activities identified where employees may participate:

A

setting goals
making decisions
solving problems
designing and implementing organizational changes

38
Q

more popular approaches to participation:

A

quality control circles
self-managed teams

39
Q

a method of direct employee participation

A

Quality Control Circle

40
Q

consists of a group of three to ten employees, usually doing related work, who meet at regular intervals

A

Circle

41
Q

also known as autonomous work groups or high performance teams

A

Self-managed teams

42
Q

take on traditional managerial tasks as part of their normal work routine

A

Self-managed teams

43
Q

Requisites to Successful Employee Participation:

A

profit sharing plan
long-term employment with good job security
converted effort to build and maintain group cohesiveness
protection of rights

44
Q

Other motivation techniques:

A

Flexible Work Schedules
Family Support Services
Sabbaticals

45
Q

an arrangement which allows employees to determine their own arrival and departure times within their specified limits

A

Flextime

46
Q

is given to an employee after a certain number of years of service

A

Sabbatical Leave

47
Q

the employee is allowed to go on leave for two months to one year with pay

A

Sabbatical Leave

Engineering Management (7 decks)

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