Chapter 7: Motivation as a Responsibility of Leadership

Question 1

Progression of Job Withdrawal

Answer 1

1. Employee becomes dissatisfied
2. Behavior change
3. Physical withdrawal
4. Psychological withdrawal

Question 2

Behavior Change

Answer 2

Try to change the situation that is causing dissatisfaction

Question 3

Physical Withdrawal

Answer 3

Leave the job, internal transfer, become absent or tardy

Question 4

Psychological Withdrawal

Answer 4

Disengaged at work, less commitment to the organization

Question 5

Why are employees not satisfied at work?

Answer 5

Lack of motivation

Question 6

Hawthorne Studies

Answer 6

Experimented to see how physical and environmental factors, such as lighting and break time affected motivation

Question 7

Result of the Hawthorne Studies

Answer 7

Found out that no matter the experiment, worker output improved. This means that workers were just happy to receive attention from those who expressed interest in them

Basically: DO THINGS THAT MAKE EMPLOYEES FEEL VALUED

Question 8

Maslow’s Hierarchy of Needs

Answer 8

1. Physiological Needs (food, water)
2. Safety Needs (safe in environment)
3. Social Needs (need to interact with people)
4. Esteem Needs (feel good about ourselves)
5. Self-actualization Needs (being the best version of ourselves)

Question 9

How does Maslow’s Hierarchy of Needs apply to the workplace

Answer 9

As long as our physiological needs are met, increased pay may not be a motivator. Needs might include, fair pay, safety standards at work, opportunities to socialize, compliments to help raise our esteem, and training opportunities to further develop ourselves

Question 10

Hertzberg Two-Factor Theory

Answer 10

Determined which aspects in a work environment caused satisfaction or dissatisfaction. This ended up resulting in motivation (satisfaction) and hygiene (dissatisfaction)

Question 11

Motivation Factors

Answer 11

Doesn’t decrease satisfaction if it’s not there, but it does increase motivation
- Achievement
- Recognition
- The work itself
- Responsibility
- Advancement
- Growth

Question 12

Hygiene Factors

Answer 12

A NEED, doesn’t improve motivation, but low levels on these DOES decrease satisfaction
- Company policies
- Supervision
- Relationship with manager
- Work conditions
- Salary
- Relationship with peers

Question 13

McGregor’s X-Y Theory

Answer 13

Gives us a starting point to understanding how management style can impact the retention of employees

Question 14

Theory X Managers (and their beliefs)

Answer 14

Authoritarian management style. Negative approach to management
BELIEFS:
- The average person dislikes work and will avoid it
- Most people need to be threatened with punishment to work toward company goals
- The average person needs to be directed
- Most workers will avoid responsibility

Question 15

Theory Y Managers (and their beliefs)

Answer 15

Positive approach to management
BELIEFS:
- Most people want to make an effort at work
- People will apply self-control and self-direction in pursuit of company objectives
- Commitment to objectives is a function of expected rewards received
- People usually accept and actually welcome responsibility
- Most workers will use imagination and ingenuity in solving company problems

Question 16

Meaning of Carrot and Stick Theory

Answer 16

Stick: used to poke and prod. “if you don’t increase sales by 10%, you will be fired”
Carrot: used as a offering of some reward or incentive to motivate employees “if you increase sales by 10%, you will receive a bonus”

Question 17

Retaining Employees: Salaries and Benefits

Answer 17

1. Instituting a standard process (being fair to everyone)
2. A pay communication strategy (making sure everyone understands)
3. Paid time off (PTO)

Question 18

Retaining Employees: Training and Development

Answer 18

Helping develop skills, abilities, knowledge. Offer training programs and pay to attend seminars, tuition reimbursement. This usually makes the employee feel valued

Question 19

Retaining Employees: Performance Appraisals

Answer 19

Method by which job performance is measured. Communicates how well employee is doing, shows what’s expected of them. Formalized process to assess how well an employee does at their job

Question 20

Retaining Employees: Succession Planning

Answer 20

Process of identifying and developing internal people who have the potential for filling positions. Like career development?

Question 21

Retaining Employees: Flextime, Telecommuting, and Sabbaticals

Answer 21

Entices employees to stay at job because it promotes work-life balance

Question 22

Retaining Employees: Leader-Member Exchange (LMX)

Answer 22

Focuses on the two-way relationship between managers and their employees, meaning a dyadic relationship. Relationship developed can influence the reasonability of the employee and the amount of decision influence the manager is willing to allow for each employee. Can provide resources to employee which can help him or her be successful at the job.

Question 23

Retaining Employees: Conflict management, morale, and fairness - Outcome Fairness

Answer 23

Judgement that people make with respect to the outcomes they receive versus the outcomes received by others whom they associate

Question 24

Retaining Employees: Conflict management, morale, and fairness - Procedural Justice

Answer 24

Process used to determine the outcomes received

Question 25

Main areas employees use to determine the outcome fairness of a conflict

Answer 25

1. Consistency
2. Bias Suppression
3. Information Accuracy
4. Correctability
5. Representativeness
6. Ethicality

Question 26

Consistency

Answer 26

Process used to determine if the procedures are applied consistently to other persons and throughout periods of time

Question 27

Bias suppression

Answer 27

Employee perceive that the person making the decision does not have a bias or vested interest in the outcome

Question 28

Information Accuracy

Answer 28

Employee sees if the decision is based on correct information

Question 29

Correctability

Answer 29

Process used to see if the decision is able to be appealed, and mistakes in the decision process can be corrected

Question 30

Representatives

Answer 30

The feeling that the concerns of all stakeholders involved have been taken into account

Question 31

Ethicality

Answer 31

Decision is in line with moral societal standards

Question 32

Job Enrichment

Answer 32

To enhance a job by adding more meaningful tasks to make our work more rewarding. Can fulfill out high level of human needs while creating job satisfaction at the same time.
EX: letting retail salesperson create eye-catching displays

Question 33

Job Enlargement

Answer 33

The adding of new challenges or responsibilities to a current job

Question 34

Employee Empowerment

Answer 34

Involves managers allowing employees to make decisions and act upon those decision with the support of the organization and the leadership

basically believe in them?

Question 35

Pay-for-Performance Strategies

Answer 35

Employees are rewarded for meeting preset objectives within an organization

Question 36

Effective Delegation

Answer 36

Can motivate employees and can help groom a successor. Can save time and money

Question 37

Steps to Successful Delegation

Answer 37

1. Define the task
2. Select the individual based on his or her abilities and talents
3. Explain the reasons for the delegation
4. State the expected results
5. Consider the resources he or she may need in order to complete the task
6. Agree to deadlines
7. Support and communicate
8. Give the employee feedback on the finished task

Question 38

Other ways to motivate

Answer 38

• On-site day care or day-care assistance
• Gym membership or on-site gyms
• Concierge service to assist in party planning or dog grooming
• Car care, such as on-site oil changes once a week
• On-site doggie day car
• On-site yoga or other fitness classes
• Summer Fridays, when all employees work half days on Fridays during the summer
• Various support groups for cancer survivors, weight loss, or caring for aging parents
• On-site life coaches
• Peer-to-peer employee recognition programs
• Management recognition programs