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HRM > Chapter 7: Motivation > Flashcards

Chapter 7: Motivation Flashcards

1
Q

The processes that accounts for an individual’s intensity, direction, and persistence of effort toward attaining an organizational goal

A

Motivation

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2
Q

The amount of effort put forth to meet the goal

A

Intensity

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3
Q

Efforts are channeled toward organizational goals

A

Direction

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4
Q

How long the effort is maintained

A

Persistence

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5
Q

Early Theories of Motivation

A
  • Maslow’s Hierarchy of Needs Theory
  • McGregor’s Theory X and Theory Y
  • Herzberg’s Two-Factor (Motivation-Hygiene) Theory
  • McClellan’s Theory of Needs (Three Needs Theory)
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6
Q

Inherent dislike for work and will attempt to avoid it

Must be coerced, controlled, or threatened with punishment

A

Theory X

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7
Q

View work as being as natural as rest or play

Will exercise self-direction and self-control if committed to objectives

A

Theory Y

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8
Q

Hygiene Factors (Two-Factor Theory)

A
  • Quality of supervision
  • Pay
  • Company policies
  • Physical working conditions
  • Relationships
  • Job security
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9
Q

Motivation Factors (Two-Factor Theory)

A
  • Promotional opportunities
  • Opportunities for personal growth
  • Recognition
  • Responsibility
  • Achievement
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10
Q

The drive to excel

A

Need for Achievement (nAch)

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11
Q

The need to make others behave in a way they would not have behaved otherwise

A

Need for Power (nPow)

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12
Q

The desire for friendly and close interpersonal relationships

A

Need for Affiliation (nAff)

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13
Q

High achievers prefer jobs with… (McClelland’s High Achievers)

A
  • Personal responsibility
  • Feedback
  • Intermediate degree of risk (50/50)
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14
Q

Contemporary Theories of Motivation

A
  • Self-Determination Theory
  • Goal-Setting Theory
  • Management by Objectives
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15
Q

People prefer to have control over their actions so when they feel they are forced to do something they previously enjoyed, motivation will decrease

A

Self-Determination Theory

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16
Q

Proposes that the introduction of extrinsic rewards for work (pay) that was previously intrinsically rewarding tends to decrease overall motivation

A

Cognitive Evaluation Theory

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17
Q

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

A

Self-Concordance

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18
Q

Goals increase performance when goals are…

A
  • Specific
  • Difficult, but accepted by employees
  • Accompanied by feedback: self-generated feedback is best
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19
Q

Contingencies in goal-setting theory…

A
  • Goal Commitment
  • Task Characteristics
  • National Culture
20
Q

Public goals better

A

Goal Commitment

21
Q

Simple & familiar better

A

Task Characteristics

22
Q

Western culture suits best

A

National Culture

23
Q

Converts overall organizational objectives into specific objectives for work units and individuals

A

Management By Objectives (MBO)

24
Q

Common ingredients of Management By Objectives (MBO)…

A
  • Goal specificity
  • Explicit time period
  • Performance feedback
  • Participation in decision making
25
Q

Other Contemporary Theories of Motivation

A
  • Self-Efficacy Theory
  • Equity Theory
  • Expectancy Theory
26
Q

An individual’s belief that he or she is capable of performing a task
Also known as social cognitive theory or social learning theory

A

Self-Efficacy Theory

27
Q

Self-efficacy increased by

A
  • Enactive Mastery
  • Vicarious Modeling
  • Verbal Persuasion
  • Arousal
28
Q

Gaining relevant experience to the task or job

A

Enactive Mastery

29
Q

Becoming more confident because you see someone else doing the task

A

Vicarious Modeling

30
Q

Someone convinces you that you have the skills necessary to be successful

A

Verbal Persuasion

31
Q

Get energized

A

Arousal

32
Q

Employees weigh what they put into a job situation (input) against what they get from it (outcome)
They compare their input-outcome ratio with the input-outcome ratio of relevant others

A

Equity Theory

33
Q

Equity Theory (Six Choices)

A
  • Change inputs
  • Change outcomes
  • Distort perceptions of self
  • Distort perceptions of others
  • Choose a different referent
  • Leave the field
34
Q

Three key relationships of Expectancy Theory

A
  • Effort-Performance
  • Performance-Reward
  • Rewards-Personal Goals
35
Q

Perceived probability that exerting effort leads to successful performance

A

Effort-Performance

36
Q

The belief that successful performance leads to desired outcome

A

Performance-Reward

37
Q

The attractiveness of organizational outcome (reward) to the individual

A

Rewards-Personal Goals

38
Q

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

A

Job Engagement

39
Q

Organizations where employees are highly engaged have…

A
  • Higher levels of productivity
  • Fewer safety incidents
  • Lower turnover
40
Q

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

A

Promotion Focus

41
Q

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

A

Prevention Focus

42
Q

It is a form of self fulfilling prophecy in which believing something can make it true

A

Pygmalion Effect or Galatea Effect

43
Q

Overall perception of what is fair in the workplace

A

Organizational justice

44
Q

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

A

Distributive justice

45
Q

Perceived fairness of process used to determine outcomes

A

Procedural justice

46
Q

Degree to which employees are provided explanations for decisions and kept informed

A

Informational justice

47
Q

Perceived degree to which one is treated with dignity and respect

A

Interpersonal justice

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