Chapter 7 Motivation Concepts Power Point Version

Question 1

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

Answer 1

Motivation

Question 2

_______: how hard a person tries

Answer 2

Intensity

Question 3

________: which direction the effort is headed to

Answer 3

Direction

Question 4

_______: how long a person can maintains effort

Answer 4

Persistence

Question 5

The level of varies both between individuals and within individuals at different times.

Answer 5

motivation

Question 6

Three theories were developed during 1950s to describe employee motivations.

Answer 6

Hierarchy Needs Theory
Two Factor Theory
McClelland’s Theory

Question 7

Hierarchy Needs Theory by Abraham Maslow

Five needs

Answer 7

Physiological: 
Safety-security: 
Social-belongingness
Esteem
Self-actualization:

Question 8

_______: Hunger, thirst, sex, etc.

Answer 8

Physiological

Question 9

________: Safety and protection from physical and emotional harm.

Answer 9

Safety-security

Question 10

_________: affection, belongingness, acceptance, and friendship.

Answer 10

Social-belongingness

Question 11

______: internal factors (e.g., self-esteem, autonomy, achievement) and external factors (e.g., status, recognition, attention).

Answer 11

Esteem

Question 12

________: drive to become what one is capable of becoming (e.g., personal/professional growth, achieving potential, self-fulfillment).

Answer 12

Self-actualization

Question 13

Relates intrinsic factors to job satisfaction and links extrinsic factors with job dissatisfaction.Also known as Motivation-Hygiene Theory.

Answer 13

Two Factor Theory by Frederick Herzberg

Question 14

Limitations
Limited because it relies on self-reports.
Reliability of methodology is questioned.
No overall measure of satisfaction was utilized.
Widely used in Asian countries (e.g., Japan and India)

Answer 14

Two Factor Theory by Frederick Herzberg

Question 15

States achievement, power, and affiliationare three important needs that help explain motivation of employees.

Answer 15

McClelland’s Theory of Needs

Question 16

________:the drive to excel, achieve a set of standards in a relationship, and strive to succeed.

Higher level of _____ is related to more positive moods, more interested in the task at hand, and better job performance.
Widely used in organizational behavior, psychology, and general business.

Answer 16

Need for Achievement (nAch)

Question 17

_______:the need to make others behave in a way they would not behave otherwise.

More familiar to people in broad terms (e.g., a need to obtain any type of power)

Answer 17

Need for power (nPow)

Question 18

_______: the desire for friendly and close interpersonal relationships.

Groups with a high affinity tend to perform the best, exhibit the most open communication, and experience the least amount of conflict.

Answer 18

Need for affiliation (nAff)

Question 19

______ has had the best support. However, there are some limitations:

Because ________ argued that the three needs are subconscious—we may rank high on them but not know it—measuring them is not easy.
It has less practical effect than the others.

Answer 19

McClelland’s theory

Question 20

_________: states people prefer to feel they have control over their actions.
Focus on the beneficial effects of intrinsic motivation and harmful effects of extrinsic motivation.
Some caution in the use of extrinsic rewards to motivate is wise.
Pursuing goals from intrinsic motives (e.g., a strong interest in the work itself) is more sustaining to human motivation than are extrinsic rewards.
This theory acknowledges that extrinsic rewards can improve even intrinsic motivation under specific circumstances (e.g., monetary bonuses).

Answer 20

Self-determination theory

Question 21

_________: A version of self-determination theory-when people are paid for work, it feels less like something they want to do and more like something they have to do.

Answer 21

Cognitive evaluation theory

Question 22

____________:
Goals tell an employee what needs to be done and how much effort is needed.

Evidence suggests:
Specific goals increase performance.
Difficult goals, when accepted, result in higher performance than do easy goals.
Feedback leads to higher performance than does non-feedback.

Answer 22

Goal Setting Theory by Edwin Locke

Question 23

________: individuals believe that they can achieve the goal and they want to achieve it.

Answer 23

Goal commitment

Question 24

______: tasks are simpler and independent.

Answer 24

Task characteristics

Question 25

_______: in collectivists and high power-distance cultures, achieving moderate goals can be more motivating than difficult ones.
No support for whether group goals in a collectivist society are more effective.

Answer 25

National culture

Question 26

People differ in the way they regulate their thoughts and behaviors.

Those with a _______ focus strive for advancement and accomplishment and approach conditions that move them closer toward desired goals.
Related to higher level of task performance, OCB, and innovation.

Answer 26

promotion

Question 27

People differ in the way they regulate their thoughts and behaviors.

Those with a _______ focus strive to fulfill duties and obligations and avoid conditions that pull them away from desired goals.
Related to safety performance

Answer 27

prevention

Question 28

The relationship between goal setting and ethics is ________:
if we emphasize the attainment of goals, what is the cost?
We may give up mastering tasks and adopt avoidance techniques so we don’t look bad, both of which can incline us toward unethical choices.

Answer 28

quite complex

Question 29

________: An individual’s belief that he or she is capable of performing a task.

Answer 29

Self-efficacy theory

Question 30

Four ways to increase self-efficacy:

Also known as social cognitive theory and social learning theory

Answer 30

Enactive mastery: gaining relevant experience with the task or job.
Vicarious modeling: becoming more confident because you see someone else doing the task.
Verbal persuasion: becoming more confident when someone convinces us we have the necessary skills to be successful.
Arousal: energized state that helps to be “psyched up,” feel up to the task, and perform better.

Question 31

________:Behavior is a function of its consequences.
Reinforcement conditions behavior.
Behavior is environmentally caused.

Answer 31

Reinforcement theory

Question 32

__________: People learn to behave to get something they want or to avoid something they don’t want.
B.F. Skinner’s behaviorism.

Answer 32

Operant conditioning theory

Question 33

_________: We can learn through both observation and direct experience.

Answer 33

Social-learning theory

Question 34

Models (e.g., parents, teachers, peers, film and TV performers, boss, etc.) are central, and four processes determine their influence on an individual:

Answer 34

Attentional processes:learning from paying attention to model’s critical features.
Retention processes:how well one remembers the model’s action once the model is not readily available.
Motor reproduction processes:how well one perform the model’s activities.
Reinforcement processes: how well the rewards appreciate the modeled behaviors.

Question 35

______: Our tendency to act in a certain way depends on-

How strongly we expect a given outcome How attractive the outcome is to us

Answer 35

Expectancy theory

Question 36

Three relationships of Expectancy theory

Answer 36

Expectancy:
Instrumentality:
Valence:

Question 37

_______: the effort-performance relationship.

A given amount of effort will lead to a higher performance.

Answer 37

Expectancy

Question 38

________: the performance-reward relationship.

Performing at a particular level will bring a desired outcome.

Answer 38

Instrumentality

Question 39

_______: the rewards-personal goals relationship.

Rewards will satisfy individual’s personal goals.

Answer 39

Valence

Question 40

________ helps explain why a lot of workers aren’t motivated and do only the minimum.

Answer 40

Expectancy theory

Question 41

__________states-
employees compare their job inputs and outcomes with those of others
then respond to eliminate any inequities.

Answer 41

Equity theory

Question 42

When employees perceive an inequity, they can be predicted to make one of six choices:

Answer 42

Change inputs.
Change outcomes.
Distort perceptions of self.
Distort perceptions of others.
Choose a different referent.
Leave the field.

Question 43

_________ is an overall perception of what is fair in the workplace. Composed of
Distributive Justice
Procedural Justice
Interactional Justice.

Answer 43

Organizational Justice

Question 44

_______ is perceived fairness of the amount and allocation of rewards among individuals.

Answer 44

Distributive justice

Question 45

________ is the perceived fairness of the process used to determine the distribution of rewards.

Answer 45

Procedural justice

Question 46

_______: Sensitivity to the quality of interpersonal information exchange.

Answer 46

Interactional justice

Question 47

Two categories of Interactional justice:

_______ justice is the degree to which employees are provided truthful explanations or decisions.

Answer 47

Informational

Question 48

Two categories of Interactional justice:

_______ justice is the degree to which employees are treated with dignity and respect.

Answer 48

Interpersonal

Question 49

________, or observer, reactions to injustice can be substantial.

Answer 49

Third-party

Question 50

_______: Competitive pay plans and rewards for superior individual performance enhance feelings of justice.

Answer 50

Individualistic culture

Question 51

Countries with ________: Employees would feel justice if there is fixed pay compensation, and they can participate to feel more secure.

Answer 51

uncertainty avoidance

Question 52

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

Answer 52

Job engagement

Question 53

_______: More engaged employees in successful organizations than in average organizations.

Answer 53

Gallup organization

Question 54

________: Job engagement is positively associated with performance and OCB.

Answer 54

Academic studies