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I/O Psychology > Finals 9 > Flashcards

Finals 9 Flashcards

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1
Q

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

Korman’s Consistency Theory

A

Self-esteem
How to improve self-esteem

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3
Q

extent to which a person views himself as valuable and worthy

A

Self-esteem

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4
Q

3 kinds of self esteem

A

Chronic self esteem
Situational Self esteem
Socially influenced self esteem

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5
Q

person’s overall feeling about himself

A

Chronic Self-esteem

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6
Q

a person’s feeling about himself in a particular situation

A

Situational Self-esteem

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7
Q

person feels about himself on the basis of the expectations

A

Socially Influenced Self-esteem

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8
Q

How to improve self-esteem

A

Self-esteem workshops
Experience with Success
Supervisor Behavior

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9
Q
  • To increase self-esteem, employees can attend workshops in which
    they are given insights into their strengths
A

Self-esteem workshops

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10
Q
  • employee is given a task so easy that he will almost certainly
    succeed
A

Experience with Success

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11
Q
  • Train supervisors to communicate a feeling of confidence in an
    employee
A

Supervisor Behavior

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12
Q

You engage in activity because you enjoy it and receive satisfaction

A

Intrinsic Motivation

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13
Q

yields scores on two dimensions of intrinsic motivation (enjoyment, challenge) and
two dimensions of extrinsic motivation (compensation, outward orientation).

A

Work Preference Inventory (WPI)

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14
Q

McClelland’s Needs Theory of Motivation

A

Need for Power
Need for Achievement
Need for Affiliation

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15
Q

○ motivated by a desire to influence others rather than simply to be successful.

A

Need for Power

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16
Q

○ motivated by jobs that are challenging and over which they have some control, whereas
employees who have minimal achievement needs are more satisfied when jobs involve little
challenge and have a high probability of success

A

Need for Achievement

17
Q

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

A

Need for Affiliation

18
Q

You can go back to other needs. Example, you complete the project before eating

A

Clayton Aldefer’s ERG Theory

19
Q

Frederick Herzberg’s
Two Factor Theory

A

Motivating factors
Hygiene Factors

20
Q

Goals should be SMART

A

○ Specific
○ Measurable
○ Difficult but Attainable
○ Relevant
○ Time-bound

21
Q

although performance would increase if the supervisor set the employee’s goal, it would
increase even more if the employee participated

A

Employee participation

22
Q

To increase the effectiveness of goal setting, this should be provided to employees on
their progress in reaching their goals.

A

Feedback

23
Q

Though this feedback often comes from others, the idea behind self-regulation theory is that
employees monitor their own progress toward attaining goals and then make the necessary
adjustments; that is, they self-regulate.

A

Self-Regulation Theory

24
Q

can reinforce an employee with something that on the surface does not appear to be a
reinforcer

A

Premack Principle

25
Q

Individual Incentives

A

Pay for Performance
Merit Pay

26
Q

○ pay employees according to how much they individually produce

A

Pay for Performance

27
Q

base their incentives on performance appraisal scores rather than on such objective
performance measures as sales and productivity.

A

Merit Pay

28
Q

Group Incentives

A

Profit Sharing
Gainsharing
Stock Options

29
Q

programs provide employees with a percentage of profits above a certain amount.
○ The profits to be shared can be paid directly to employees as a bonus (cash plans) or placed into the
employees’ retirement fund (deferred plans).

A

profit-sharing

30
Q

ties groupwide financial incentives to improvements (gains) in organizational performance

A

gainsharing

31
Q

○ employees are given the opportunity to purchase stock in the future, typically at the market price on
the day the options were granted.

A

Stock Options

32
Q

Vroom’s Expectancy Theory

A

Expectance
Instrumentality
Valence

33
Q

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

John Stacey Adam’s Equity Theory

I/O Psychology (11 decks)

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