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EXAM > EMAN : MOTIVATING > Flashcards

EMAN : MOTIVATING Flashcards

1
Q

where a worker’s exposure to a highly fragmented and tedious job is limited

A

Limited Exposure

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2
Q

Five basic needs : Maslow’s needs hierarchy theory

A

 physiological
 security
 social
 esteem
 self-actualization

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3
Q

After satisfying the physiological and security needs, the employee will now strive to secure love, affection, and the need to be accepted by peers.

A

Social Needs

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4
Q

Satisfiers or motivation factors such as:

A

achievement
recognition
work itself
responsibility
advancement and growth

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5
Q

where people are moved periodically from one specialized job to another

A

Job rotation

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6
Q

When goals are challenging, higher performance may be expected.

A

Goal Content

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7
Q

To avoid chronic dissatisfaction, the following remedies may be adopted:

A

Realistic Job previews
Job rotation
Limited Exposure

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8
Q

In trying to attain goals that are already indicated, the individual is provided with a direction to exert more effort.

A

Work Behavior

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9
Q

When a product or service is produced by a group of professionals or specialists, they might as well beformed as a self-managed team to save on supervisory costs.

A

Self-managed teams

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10
Q

After satisfying the physiological needs, people will seek to satisfy their ________.

A

safety needs

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11
Q

If this is the situation the subordinate is in, the engineer manager must identify an unfulfilled need and work out a scheme so that the subordinate will be motivated to work in order to satisfy the unfulfilled need.

A

The Relevance of Maslow’s needs hierarchy theory to Engineering Management

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12
Q

Extrinsic Examples

A

money
employee benefits
promotions
recognition
status symbols
praise

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13
Q

The goal setting model drawn by Edwin A. Locke and his associates consists of the following components:

A

 goal content
 goal commitment
 work behavior
 feedback aspects

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14
Q

When employees participate in deciding various aspects of their jobs, the personal involvement, oftentimes, is carried up to the point where the task is completed.

A

Motivation through Employee participation

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15
Q

Routine and repetitive tasks make workers suffer from chronic dissatisfaction.

A

Fitting people to jobs

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16
Q

These needs are hierarchical, which means, one need will have to be satisfied first before the other need.

A

Maslow’s needs hierarchy theory

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17
Q

Specific activities identified where employees may participate are as follows:

A

 setting goals
 makind decisions
 solving problems
 designing & implementing organizational changes

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18
Q

Refers to the act of ‘giving employees reasons or incentives… to work to achieve organizational objectives.”

A

Motivating

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19
Q

The objective is to increase productivity and quality of output. The circle consists of “a group of three to ten employees, usually doing related work, who meet at regular intervals (say, once a week, for an hour for example), to identify problems and discuss their solutions.

A

Quality control circles

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20
Q

where two or more specialized tasks in a work flow sequence is combined into a single job

A

Job Enlargement

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21
Q

Three stages of the motivtion process

A

activating
sustaining
directing actions towards achievement of objectives

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22
Q

 A combination of forces within the individual and in the environment determines behavior.
 People make decisions about their own behavior and that of organizations
 People make different types of needs, goals, and desires.
 People make choices among alternative behaviors based on the extent to which they think a certain behavior will lead to a desired outcome.

A

Expectancy Theory

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23
Q

In Herzberg’s research, he found out that satisfied employees mentioned the following factors responsble for job satisfaction :

A

satisfiers
motivation factors

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24
Q

Is the value an individual places on the expected outcomes or rewards.

A

Valence

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25
Q

SMART goal

A

specific
measurable
attainable
relevant
time limited

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26
Q

Is a belief about the likelihood or probability that a particular behavioral act (like attending trainingsessions)will lead to a particular outcome (like a promotion).

A

Expectancy

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27
Q

Refers to the process of “improving performance with objectives, deadlines or quality standard.”

A

Goal Setting Theory

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28
Q

Provide the individuals with a way of knowing how far they have gone in achieving objectives.

A

Feedback Aspects

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29
Q

where management provides honest explanations of what a job actually entails

A

Realistic Job previews

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30
Q

Instead of changing the person, management may consider changing the job.

A

Fitting jobs to people

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31
Q

Even if Maslow’s theory has been largely questioned, one basic premise cannot be discarded:

A

a fulfilled need no longer motivates an individual

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32
Q

Goals influence behavior in terms of direction, effort, persistence, and planning.

A

Work Behavior

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33
Q

To motivate job performance effectively, extrinsic rewards must be properly managed in line with the following:

A

 it must satisfy individual needs
 the employees must believe effort will lead to reward
 rewards must be equitable
 rewards must be linked to performance

34
Q

People who like what they are doing are highly motivated to produce the expected output.

A

Willingness to do the job

35
Q

There must be a time-limit set for goals to be accomplished.

A

Goal Content

36
Q

Those which are internally experienced payoffs which are self-granted.

A

Intrinsic

37
Q

Once goals are set, the first important input to planning is already in place.

A

Work Behavior

38
Q

Fitting jobs to people may be achieved with the use of the following:

A

Job Enlargement
Job Enrichment

39
Q

The more relevant the goals are to the company’s mission, the more support it can generate from various levels of
employment in the organization.

A

Goal Content

40
Q

Properly administered reward systems can improve job performance and satisfaction.

A

Motivation through Job rewards

41
Q

Rewards may be classified into two categories:

A

Extrinsic
Intrinsic

42
Q

Maslow’s needs hierarchy theory

A

See handouts

43
Q

When employees feel that they have the required skill and training to perform a task,the more motivated they become.

A

Self-confidence in carrying out the task

44
Q

Intrinsic Examples

A

a sense of accomplishment
self-esteem
self-actualization

45
Q

The theory poses the idea that motivation is determined by expectancy and valences.

A

Expectancy Theory

46
Q

The fourth level of needs. They refer to the need for a positive self-image and self-respect and the need to be respected by others.

A

Esteem Needs

47
Q

To be sufficient in content, goals must be challenging, specific and measurable, attainable, relevant, and time limited.

A

Goal Content

48
Q

where efforts are made to make jobs more interesting, challenging, and rewarding

A

Job Enrichment

49
Q

Those that are concerned with biological needs like food, drink, rest, and sex fall in this category. These needs take priority over other needs.

A

Physiological Needs

50
Q

THEORIES OF MOTIVATION

A

Maslow’s needs hierarchy theory
Herzberg’s two-factor theory
Expectancy theory
Goal setting theory

51
Q

Goals must be stated in quantitative terms whenever possible. When exact figures to be met are set, understanding is facilitated and workers are motivated to perform.

A

Goal Content

52
Q

In Herzberg’s research, Dissatisfied employees mentioned the following factors:

A

dissatisfiers
hygiene factors

53
Q

Herzberg’s two-factor theory diagram:

A

See handouts

54
Q

When employees feel that they have the required skill and training to perform a task,the more motivated they become.

A

Self-confidence in carrying out the task

55
Q

Identified two classes of factors associated with employee satisfaction and dissatisfaction.

A

Herzberg

56
Q

Goals influence behavior in terms of :

A

direction
effort
persistence
planning

57
Q

A person will be highly motivated to perform if he is assigned a job he likes. The first requisite , however, is to design jobs that will meet the requirements of the company or organization and the person who will occupy them.

A

Motivation Through Job Design

58
Q

The fifth and the top-most level of needs in the hierarchy. It involve realizing our full potential as human beings and becoming all that we are able to be.

A

Self-actualization Needs

59
Q

List of Monetary and other incentives for Employees:

A

1) Type of Benefit
2) Monthly pay
3) 13th month pay
4) 14th month pay
5) housing allowance
6) sickleave benefits
7) vacation leave benefits
8) pension plan
9) paid vacation trip
10) health insurance
11) accident insurance

60
Q

Also facilitate the introduction of corrective measures whenever they are found to be necessary

A

Feedback

61
Q

In motivating through the use of Job Design two approaches may be used:

A

fitting people to jobs
fitting jobs to people

62
Q

FACTORS CONTRIBUTING TO MOTIVATION

A

Willingness to do the job
Self-confidence in carrying out the task
Needs satisfaction

63
Q

This theory is developed by Frederick Herzberg indicating that a satisfied employee is motivated from with into work harder and that a dissatisfied employee is not self-motivated.

A

Herzberg’s two-factor theory

64
Q

may be defined as “specifying the tasks that constitute a job for an individual or a group”

A

Job Design

65
Q

The self-managed teams work on their own, turning out a complete product or service and receiving minimal supervision from managers who act more as facilitators than supervisors.

A

Self-managed teams

66
Q

Rewards may be classified into two categories:

A

Extrinsic
Intrinsic

67
Q

The identification of goals provide a reason for an individual to persist in his efforts until the goal is attained.

A

Work Behavior

68
Q

The more popular approaches to participation includes the following:

A

 Quality control circles
 Self-managed teams

69
Q

Goals must be attainable if they are to be set. If they are not, then workers will only be discouraged to perform, if at all(not attainable).

A

Goal Content

70
Q

Rewards consist of material and psychological benefits to employees for performing tasks in the workplace.

A

Motivation through Job rewards

71
Q

These needs include freedom from harm coming from the elements or from other people, financial security which maybe affected by loss of job or breadwinner in the family, etc.

A

Security Needs

72
Q

Also known as autonomous work groups or high performance teams, self-managed teams “take on traditional managerial tasks as part of their normal work routine.”

A

Self-managed teams

73
Q

When individuals or groups are committed to the goals they are supposed to achieve, they claim ownership over the goals,and there is a chance that they will be able to achieve them

A

Goal Commitment

74
Q

TECHNIQUES OF MOTIVATION

A

 motivation through job design
 motivation through rewards
 motivation through employee participation
 other motivation techniques for the diverse work force

75
Q

When individuals or groups are assigned specific goals, a clear direction is provided and which later motivates them to achieve these goals.

A

Goal Setting Theory

76
Q

Likewise in Herzberg’s research, Dissatisfied employees mentioned the following factors (called dissatisfiers or hygiene factors)as responsible for job dissatisfaction, as such include:

A

company policy and administration
supervision
relationship with peers
personal life
relationship with subordinates
status
security

77
Q

Is a motivation model based on the assumption that an individual will work depending on his perception of theprobabilityofhis expectations to happen.

A

Expectancy Theory

78
Q

People will do their jobs well if they feel that by doing so, their needs will be satisfied.

A

Needs satisfaction

79
Q

Those which refer to payoffs granted to the individual by another party.

A

Extrinsic

80
Q

Refers to the “process of activating behavior, sustaining it, and directing it toward a particular goal.”

A

Motivation

81
Q

When an individual is provided with direction, performance is facilitated.

A

Work Behavior

EXAM (6 decks)

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