Chapter 9

Question 1

Definition: “fundamental topic in social sciences (253).”

Answer 1

Human motivation

Question 2

“basic topic in organizational behavior (253).”

Answer 2

Motivation to work

Question 3

“interrelated (organizational tasks, organizational structures and processes, leadership processes, organizational culture) (253).”

Answer 3

Organization and organizational behavior

Question 4

“affected by public sector environment (253-254).”

Answer 4

Motivation in public organizations

Question 5

“knowledge of motivation [linking organizational behavior] with political science, public administration, public policy processes (254).”

Answer 5

Public managers

Question 6

“human beings in organization and skills and knowledge are organization’s most important assets (254).”

Answer 6

Human capital management

Question 7

What can influence motivation and work attitudes in government (255).”

Answer 7

Political and institutional context of government

Question 8

“person’s desire to work hard and well (arousal, direction, persistence of effort in work settings) (257).”

Answer 8

Work motivation

Question 9

motivating effects of the worker “mediated within the worker (psychological rewards) (259).”

Answer 9

Intrinsic work motives (rewards)

Question 10

“externally mediated (salary, promotion) (259).”

Answer 10

Extrinsic rewards

Question 11

what it means to work and well, what determines [personal] desire, how [to] measure behavior (257).”

Answer 11

work motivation criticism (still debated)

Question 12

“difference between motivation to join organization, stay in it [vs.] motivation to work hard and well (260).”

Answer 12

Classic distinction (theory of management)

Question 13

incentives, guiding values, induce cooperation and effort (260).”

Answer 13

Organizational leadership

Question 14

Other factors that affect performance

Answer 14

Ability, training, preparation, perceptions about ability to perform

Question 15

How do you explain the motivation of members of your organization and use this knowledge to enhance their motivation (261)?”

How and why does it happen

How and why does a person become highly motivated

Answer 15

Theories of work motivation

Question 16

“explanation of phenomenon we want to understand (social, administrative sciences) (261).”

“Proposes concepts that refer to object, events that need to be [defined] and [included] as contributions to [an] explanation (261).”

“States propositions of how concepts relate together, bring about the phenomenon (261).”

Answer 16

Theory

Question 17

“analyzing needs, motives, rewards that affect motivation (261-262).”

Answer 17

Content theories

Question 18

“concentrate on psychological, behavioral processes behind motivation (262).”

Answer 18

Process theories

Question 19

“[self-actualized persons] achieve [it] through hard work, dedication to duty or mission (self-satisfaction) (264).”

Often depicted as a pyramid consisting of five levels. The first lower level is associated with the most basic needs: physiological needs.

Answer 19

Abraham Maslow (1954) – Needs Hierarchy

Question 20

Theory X: workers lack self-motivation, self-direction; Theory Y: workers need growth, development, work, self-actualization (265).

Answer 20

Douglas McGregor (1960) – Theory X and Theory Y

Question 21

“role of higher-order needs and intrinsic incentives in motivating workers (265).”

Answer 21

Frederick Herzberg (1968) – Two-Factor Theory

Question 22

In two-factor theory “extrinsic incentives (organizational, group, supervisory conditions; externally mediated rewards (salaries) (265).”

Answer 22

Hygiene factors

Question 23

In two-factor theory “intrinsic incentives (interest, enjoyment in work (growth, achievement, fulfillment of higher-order needs)) (266).”

Answer 23

Motivators

Question 24

most prominent theories in management and organizational behavior; achievement (n Ach) refers to motivation (‘dynamic restlessness’ (cunning, abilities, efforts));

includes 3 types of motivational needs:
Achievement motivation (n Ach) 
Authority/power motivation (n Pow) 
Affiliation motivation (n Affil)

Answer 24

David McClelland – Needs-Based Model

Question 25

“equity in contributions rewards influence[s] work behaviors; distributive justice (rewards, resources); procedural justice (processes) (268).”

A theory that includes two types of justice in organizations:
○ Distributive justice (fairness and equity in the distribution of rewards and resources)
○ Procedural justice (fairness with which people feel employees are treated with organizational processes such as decision-making)

Answer 25

J. Stacy Adams (1965) – Equity Theory

Question 26

“how goals, values, needs, rewards determine motivation (270).”

Answer 26

Process theories

Question 27

“(classic utilitarian idea) people will do what [results] in good [rather than] bad (271).”

Expectancy I – “likelihood effort [leads] to particular performance level (272).

Expectancy II – “particular performance level leads to given level of reward (272).”

Answer 27

Victor Vroom (1964) – Expectancy Theory

Question 28

“relationships between observable behaviors and contingencies of reinforcement (B. F. Skinner) (273

Answer 28

Operant conditioning and behavior modification

Question 29

“stimulus-response psychology (273).”

Answer 29

Operant conditioning

Question 30

“behavior, probability behavior will recur (273).”

an event that follows a behavior and changes the probability that the behavior will recur.

Answer 30

Reinforcement

Question 31

“behaviorist school of psychology (273).”

Answer 31

Operant theory

Question 32

“[using] operant conditioning to modify behavior (OB Mod) (276).”

Answer 32

Behavior modification

Question 33

theory reflects limitations and value of operant conditioning theory and OB Mod (277).”

“‘social cognitive theory’ blends operant conditioning theory with cognitive processes (goals, self-efficacy, personal effectiveness) (277).”

“People form beliefs about what they can accomplish, set goals, anticipate results, devise course of action [to] achieve goals (278).”

Self-efficacy – “personal judgment of how capable one is, executing course of action to deal with problem, achieve a goal (cognition, affect, behavior) (278).”

Answer 33

Albert Bandura (1977, 89, 91,97) Social cognitive theory and self-efficacy

Question 34

“specific goals lead to higher performance (easy, vague, no goals (‘Do your best’) (279).”

Answer 34

Goal-setting theory

Edwin Locke and Colleagues

Question 35

“innate, essential, universal psychological needs energize people and determine their behavior (competence, relatedness, autonomy) (281).”

People seek to satisfy three universal needs:

(1) autonomy, denotes the need to feel in control of one’s goals and to be able to self-direct and self-regulate behavior that leads to goal achievement.
(2) competence, refers to the need to acquire abilities and gain mastery over actions that produce desired outcomes.
(3) relatedness involves the need to develop stable and fulfilling attachments to others.

Answer 35

Self-determination theory

Question 36

“fit between people and organizations’ values [promote] satisfaction and commitment (where people work, how long) (286).”

Answer 36

Person-organizational fit