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Industrial/Organizational Psychology > CHAPTER 9: EMPLOYEE MOTIVATION > Flashcards

CHAPTER 9: EMPLOYEE MOTIVATION Flashcards

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1
Q

The force that drives an employee to perform well.

the internal force that drives a worker to action as well as the external factors that encourage that action

A

Motivation

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2
Q

Researchers have found four individual differences that are most related to work motivation, Namely….

A

personality,
self-esteem,
an intrinsic motivation tendency, and
need for achievement.

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3
Q

best personality predictor of work performance, organizational citizenship behavior (OCB), and academic performance

A

Conscientiousness

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4
Q

most associated with salary and setting high goals

A

stability

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5
Q

most highly correlated with the number of promotions received.

A

extraversion

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6
Q

Behaviors that are not part of an employee’s job but which make the organization a better place to work (e.g., helping others, staying late).

A

Organizational citizenship behaviors (OCBs

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7
Q

The extent to which a person views him or herself as a valuable and worthy individual.

A

Self-esteem

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8
Q

Korman’s theory that employees will be motivated to perform at levels consistent with their levels of self-esteem.

A

Consistency theory

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9
Q

3 types of self-esteem according to korman’s consistency theory

A

Chronic self-esteem
Situational self-esteem
Socially influenced self-esteem

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10
Q

The positive or negative way in which a person views himself or herself as a whole.

A

Chronic self-esteem

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11
Q

The positive or negative way in which a person views him or herself in a particular situation.

A

Situational self-esteem

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12
Q

The positive or negative way in which a person views him or herself based on the expectations of others.

A

Socially influenced selfesteem

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13
Q

The idea that people behave in ways consistent with their selfimage.

A

Self-fulfilling prophecy

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14
Q

When high self-expectations result in higher levels of performance.

A

Galatea effect

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15
Q

The idea that if people believe that something is true, they will act in a manner consistent with that belief.

A

Pygmalion effect

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16
Q

When negative expectations of an individual cause a decrease in that individual’s performance.

A

Golem effect

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17
Q

what do we call when people seek to perform well because they either enjoy performing the actual tasks or enjoy the challenge of successfully completing the task?

A

intrinsically motivated

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18
Q

Work motivation in the absence of such external factors as pay, promotion, and coworkers.

A

Intrinsic motivation

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19
Q

what do we call when people may not necessarily enjoy the tasks but are motivated to perform well to receive some type of reward or to avoid negative consequences

A

extrinsically motivated

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20
Q

Work motivation that arises from such nonpersonal factors as pay, coworkers, and opportunities for advancement.

A

Extrinsic motivation

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21
Q

measure of an individual’s orientation toward intrinsic versus extrinsic motivation.

A

Work Preference Inventory (WPI)

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22
Q

According to trait theory, the extent to which a person desires to be successful.

A

Need for achievement

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23
Q

Employees who have this need are motivated by jobs that are challenging and over which they have some control

A

need for achievement

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24
Q

The extent to which a person desires to be around other people.

people who have this need are motivated by jobs in which they can work with and help other people.

A

motivated by jobs in which they can work with and help other people.

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25
Q

people who have this need are motivated by a desire to influence others rather than simply to be successful.

According to trait theory, the extent to which a person desires to be in control of other people.

A

Need for power

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26
Q

A theory that employees can be motivated by monitoring their own progress toward the goals they set and adjusting their behavior to reach those goals.

a person’s ability to select, set, and modify goals to adapt to changing conditions.

A

Self-regulation

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27
Q

A method of recruitment in which job applicants are told both the positive and the negative aspects of a job.

A

Realistic job preview (RJP)

28
Q

The theory proposed by Hackman and Oldham that suggests that certain characteristics of a job will make the job more or less satisfying, depending on the particular needs of the worker.

A

Job characteristics theory

29
Q

Three theories focus on employees’ needs and values:

A

Maslow’s needs hierarchy, ERG (existence, relatedness, and growth) theory, and two-factor theory.

30
Q

employees would be motivated by and satisfied with their jobs at any given point in time if certain needs were met. And that there are five major types of needs and that these needs are hierarchical—that is, lower-level needs must be satisfied before an individual will be concerned with the next level of needs.

A

Maslow’s Needs Hierarchy

31
Q

The first step in Maslow’s needs hierarchy, concerning survival needs for food, air, water, and the like.

A

Basic biological needs

32
Q

The second step in Maslow’s hierarchy, concerning the need for security, stability, and physical safety.

A

Safety needs

33
Q

The third step in Maslow’s hierarchy, concerning the need to interact with other people.

A

Social needs

34
Q

The fourth step in Maslow’s hierarchy, concerning the individual’s need for recognition and success.

A

Ego needs

35
Q

The fifth step in Maslow’s hierarchy, concerning the need to realize one’s potential.

A

Self-actualization needs

36
Q

A theory based on the idea that employees will be satisfied with jobs that satisfy their needs.

A

Needs theory

37
Q

who developed the ERG theory

A

Aldefer

38
Q

Aldefer’s needs theory, which describes three levels of satisfaction: existence, relatedness, and growth.

A

ERG theory

39
Q

Herzberg’s needs theory, postulating that there are two factors involved in job satisfaction: hygiene factors and motivators.

A

Two-factor theory

40
Q

In Herzberg’s two-factor theory, job-related elements that result from but do not involve the job itself.

A

Hygiene factors

41
Q

In Herzberg’s two-factor theory, elements of a job that concern the actual duties performed by the employee.

A

Motivators

42
Q

Examples of this factor would be the level of responsibility, the amount of job control, and the interest that the work holds for the employee.

A

Motivator

43
Q

pay, security, coworkers, working conditions, company policy, work schedule, supervisors

A

Hygiene

44
Q

A method of increasing performance in which employees are given specific performance goals to aim for.

A

Goal setting

45
Q

For goal setting to be most successful, the goals themselves should possess certain qualities represented by the acronym SMART, which means?

A

specific, measurable, attainable, relevant, and time-bound

46
Q

The basis for these incentive systems are __________ principles, which state that employees will engage in behaviors for which they are rewarded and avoid behaviors for which they are punished.

A type of learning based on the idea that humans learn to behave in ways that will result in favorable outcomes and learn not to behave in ways that result in unfavorable outcomes

A

operant conditioning

47
Q

six factors that must be considered in determining the effectiveness of incentive programs

A
  1. Timing of the incentive
  2. Contingency of the consequences
  3. Type of incentive used
  4. Use of individual-based versus group-based incentives
  5. Use of positive incentives (rewards) versus negative incentives (punishment)
  6. Fairness of the reward system (equity)
48
Q

The idea that reinforcement is relative both within an individual and between individuals.

A

Premack Principle

49
Q

A rank-ordered list of reinforcers for an individual.

A

Reinforcement hierarchy

50
Q

A motivation technique using such methods as personal attention, signs of approval, and expressions of appreciation.

A

Social recognition

51
Q

A system in which employees are paid on the basis of how much they individually produce.

A

Pay for performance

52
Q

An incentive plan in which employees receive pay bonuses based on performance appraisal scores.

A

Merit pay

53
Q

The two most common individual incentive plans are….

A

pay for performance and merit pay.

54
Q

developed in the United States by Albert Gallatin way back in 1794. These programs provide employees with a percentage of profits above a certain amount

A

Profit Sharing

55
Q

A group incentive system in which employees are paid a bonus based on improvements in group productivity.

A

Gainsharing

56
Q

A group incentive method in which employees are given the option of buying stock in the future at the price of the stock when the options were granted.

A

Stock options

57
Q

Vroom’s theory that motivation is a function of expectancy, instrumentality, and valence.

A

Expectancy theory

58
Q

The perceived relationship between the amount of effort an employee puts in and the resulting outcome.

A

Expectancy (E)

59
Q

The extent to which the outcome of a worker’s performance, if noticed, results in a particular consequence.

A

Instrumentality (I)

60
Q

The extent to which an employee values a particular consequence.

A

Valence (V

61
Q

The extent to which people believe that they are responsible for and in control of their success or failure in life.

A

Internal locus of control

62
Q

A theory of job satisfaction stating that employees will be satisfied if their ratio of effort to reward is similar to that of other employees.

based on the premise that our levels of motivation and job satisfaction are related to how fairly we believe we are treated in comparison with others.

A

Equity theory

63
Q

Three components are involved in this perception of fairness

A

inputs, outputs, and input/output ratio.

64
Q

In equity theory, the elements that employees put into their jobs.

those personal elements that we put into our jobs. Obvious elements are time, effort, education, and experience. Less obvious elements include money spent on child care and distance driven to work.

A

Inputs

65
Q

In equity theory, what employees get from their jobs.

those elements that we receive from our jobs. includes pay, benefits, challenge, and responsibility. As well as benefits such as friends and office furnishings.

A

Outputs

66
Q

The ratio of how much employees believe they put into their jobs to how much they believe they get from their jobs.

A

Input/output ratio

67
Q

A theory that postulates that if employees perceive they are being treated fairly, they will be more likely to be satisfied with their jobs and motivated to do well.

A

Organizational justice

Industrial/Organizational Psychology (15 decks)

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