chapter 7 - motivation

Question 1

what is motivation?

Answer 1

the processes that count for an individuals intensity, direction, and persistence of effort toward attaining a goal

Question 2

what is intensity?

Answer 2

describes how hard a person tries
- can lead to poor job performance unless the effort is channelled in a direction that benefits the organizaiton

Question 3

what is persistance?

Answer 3

measures how long a person can maintain effort

Question 4

Hierarchy of needs theory

Answer 4

abraham maslow said that every human being as 5 needs where each needs to be satisfied before they move to the next. (bottom to top): physiology, safety, social, esteem, self-actualization

Question 5

two-factor theory

Answer 5

related intrinsic factors to job satisfaction and associates extrinsic factors to dissatisfaction
- the opposite of satisfaction is NOT dissatisfaction
- frederick herzberg
- motivation hygeine

Question 6

intrinsic factors of motivation

Answer 6

advancement, recognition, responsibility, achievement
important to use these when motivating people at their job

Question 7

what are hygiene factors

Answer 7

extrinsic factors like supervision, pay, company policies, and working conditions
- leads to dissatisfied employees

Question 8

McClland’s theory of needs

Answer 8

need for achievement (drive to excel)
need for power (the need to make others behave in a way they would not have otherwise)
need for affiliation (the desire for friendly and close interpersonal relationships)

Question 9

who are the best managers, usually

Answer 9

people with high need for power and low need for affiliation

Question 10

self determination theory

Answer 10

people prefer to feel they have control over their actions, so anything that makes something they find enjoyable feel like an obligation, motivation will decrease

Question 11

goal setting theory

Answer 11

reveals impressive motivational performance-related effects associated with goal specificity, challenge, and feedback

Question 12

the goal characteristics associated with the goal setting theory

Answer 12

specific
measurable
agreed upon
realistic
time bound

Question 13

why are people motivated by difficult goals?

Answer 13

difficult goals get out attention and help us focus
they energize us because we have to work harder
people persist in trying to attain them
lead us to discover strategies that help us perform the job better

Question 14

Management by objectives

Answer 14

emphasizes participatively set goals that are tangible, verifiable, and measurable and that relate to the broader organizational mission
4 ingredients: goal specificity, participation in decision making, explicit time period, and performance feedback

Question 15

equity theory

Answer 15

employees compare what they get form their job to what they put into it - people seek fairness
compare their efforts to others effort and their rewards to inputs

Question 16

6 choices an employee has when they percieve inequality

Answer 16

1. choose a different referent
2. change outcomes
3. distort perceptions of others
4. change inputs
5. distort perceptions of self

Question 17

expectancy theory

Answer 17

argues that the strength of our tendency to act a certain way depends on the strength of our expectation of a given outcome and on its attractiveness
focus on 3 relationships: effort-performance, performance-reward, and rewards-personal goals

Question 18

effort performance relationship

Answer 18

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

Question 19

performance reward relationship

Answer 19

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

Question 20

rewards personal goals relationship

Answer 20

the degree to which organizational rewards satisfy an individuals personal goals or needs and the attractiveness of those potential rewards for the individual

Question 21

organizational justice

Answer 21

concerned with how employees feel that authorities and decision makers treat them
evaluate how fairly they are treated based on:
distributive justice
procedural justice
informational justice
interpersonal justice

Question 22

distributive justice

Answer 22

concerned with the fairness of the outcomes, such as pay and recognition

Question 23

procedural justice

Answer 23

examines how outcomes are allocated. employeed perceive that procedures are fairer when they are given a say in the decision making process, and when decision makers follow several rules (being consistent, avoiding bias, using accurate info, acting ethically, being open)

Question 24

informational justice

Answer 24

reflects whether managers provide employees with explanations for key decisions and keep them informed of important organizational matters (more detailed = more fair)

Question 25

interpersonal justice

Answer 25

perceived degree to which one is treated with dignity and respect

Question 26

Job characteristics model

Answer 26

proposes that any job can be describes in terms of 5 core dimensions
skill variety
task identity
task significance
autonomy
feedback

Question 27

skill variety

Answer 27

The degree to which a job requires different activities using specialized skills and talents

Question 28

task identity

Answer 28

The degree to which a job requires completion of a whole and identifiable piece of work (Building a whole cabinet rather than just the handles)

Question 29

task significance

Answer 29

The degree to which a job is perceived to affect the lives or work of other people

Question 30

autonomy

Answer 30

The degree to which a job provides the worker freedom, independence, and discretion in scheduling work and determining the procedures for carrying it out

Question 31

feedback

Answer 31

The degree to which carrying out work activities generates direct and clear information about your own performance

Question 32

job rotation

Answer 32

the periodic shifting of an employee from one task to another task with similar skill requirements at the same organizational level (increases task significance and reduced boredom)

Question 33

job enrichment

Answer 33

expands jobs by increasing the degree to which the worker controls the planning, execution, and evaluation of the work
-Allows the worker to do a complete activity, increases the employee’s freedom and independence, increases responsibility, and provides feedback so the individual can assess and correct their own performance

Question 34

alternative work arrangements

Answer 34

flex time (employees must work specific hour but times vary)
job sharing (allows 2 + people to split 4o hour a week job)

Question 35

telecommuting

Answer 35

working at home some days

Question 36

employee involvement

Answer 36

a participative process that uses employees input to increase their commitment to organizational success
- if workers are engaged in decisions that increase their autonomy they will be more motivated

Question 37

participative management

Answer 37

a process in which subordinates share a significant degree of decision making power. followers must have huge trust in their leaders for it to work

Question 38

representative participation

Answer 38

redistributes power within an organization, putting labour on a more equal footing with the interests of management and stockholders by letting workers be represented by a small group of employees who participate in decision making (work councils, boards)

Question 38

representative participation

Answer 38

redistributes power within an organization, putting labour on a more equal footing with the interests of management and stockholders by letting workers be represented by a small group of employees who participate in decision making (work councils, boards)

Question 38

representative participation

Answer 38

redistributes power within an organization, putting labour on a more equal footing with the interests of management and stockholders by letting workers be represented by a small group of employees who participate in decision making (work councils, boards)

Question 38

representative participation

Answer 38

redistributes power within an organization, putting labour on a more equal footing with the interests of management and stockholders by letting workers be represented by a small group of employees who participate in decision making (work councils, boards)

Question 39

piece rate pay

Answer 39

compensating production workers with fixed sum for each unit of production
no base salary. only pay for whats produced

Question 40

merit based pay

Answer 40

pays for individual performance based on performance appraisal ratings. strong relationship between pay and performance. can be negative

Question 41

bonuses

Answer 41

a significant component of total compensation for many jobs

Question 42

skill based pay

Answer 42

an alternative to job pay that centres pay levels on how many skills employees have or how many tasks they can perform. high turnover

Question 43

profit sharing plans

Answer 43

distributes compensation according to some established formula designed around a company’s profitability
- can be direct outlays or allocations of stock options

Question 44

gainsharing

Answer 44

formula based group incentive plan that uses improvements in group productivity or reductions in waste from one period to another to determine the total amount of money allocated

Question 45

employee stock ownership plans

Answer 45

a company established benefit plan in which employees acquire stock, often at below market prices, as part of their benefits

Question 46

flexible benefits

Answer 46

individualize rewards by allowing individuals to choose the compensation package that best satisfies their current needs