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STUDY FLASHCARDS > Human Behavior 2102 MODULE 6 > Flashcards

Human Behavior 2102 MODULE 6 Flashcards

1
Q

– the processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal (Robbins and Judge).

A

Motivation

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2
Q

describes how hard a person tries.

A

Intensity

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3
Q

the point toward which the effort is channeled

A

Direction

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4
Q

– the deficiencies that energize or trigger behavior to satisfy them.

A

Needs

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5
Q

inner urge that stimulate a response (Miriam Webster)

A

Drives

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6
Q

Includes hunger, thirst, shelter, sex, other bodily needs

A

Physiological

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7
Q

Security and protection from physical and emotional harm

A

Safety

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8
Q

Affection, belongingness, acceptance, and friendship

A

Social

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9
Q

Internal factors such as status, recognition, and attention

A

Esteem

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10
Q

Drive to become what one is capable of becoming includes
growth, achieving one’s potential, and self-fulfillment

A

Self-actualization

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11
Q

A theory that assumes three groups of core needs: existence, relatedness, and growth needs. This needs did not exist
in a rigid hierarchy, a person can be focusing on the three categories simultaneously.

A

ERG Theory

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12
Q

This is equivalent to Maslow’s physiological and safety needs.
Individual needs are satisfied by food, water, air, pay, and working conditions

A

Existence needs

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13
Q

This corresponds to Maslow’s social and status needs.
This is satisfied by interpersonal relationships

A

Relatedness needs

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14
Q

This is equivalent to Maslow’s esteem and self-actualization needs

A

Growth needs

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15
Q

A theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction. It is called motivation-hygiene theory

A

Two-factor theory

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16
Q

advancement, recognition, responsibility, and achievement seem related to job satisfaction. These
are called motivational factors

A

Intrinsic factors

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17
Q

supervision, pay, company policies, work conditions and relationship with others. These are called
hygiene factors.

A

Extrinsic factors

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18
Q

A theory which states that achievement, power, and affiliation are three important needs that help explain motivation

A

McClelland’s Theory of Needs

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19
Q

The drive to excel, to achieve in relation to a set of standards, to strive to succeed

A

Need for achievement (nAch)

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20
Q

The need to make others behave in a way that they would not have behaved otherwise.

A

Need for power (nPow)

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21
Q

The desire for friendly and close interpersonal relationships.

A

Need for affiliation (nAfl)

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22
Q

– motivation theories which focus on the factors that motivate people. These theories assume that
needs lead to behavior. To motivate employees, the organization should satisfy their needs.

A

Content theories

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23
Q

concerned with the process by which factors that motivate interact to produce motivation.

A

Process theories

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24
Q

– a theory of motivation that is concerned with the beneficial effects of intrinsic motivation
and the harmful effects of extrinsic motivation.

A

Self-Determination Theory

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25
Q

a version of self-determination theory that holds that allocating extrinsic rewards for behavior that had been previously intrinsically rewarding tends to decrease the overall level of motivation if the rewards are seen as controlling.

A

Cognitive evaluation theory

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26
Q

a theory that says that specific and difficult goals, with feedback, lead to higher performance. This theory is proposed by Edwin Locke.

A

Goal-Setting Theory

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27
Q

is an individual’s belief that he or she is capable of performing a task.

A

Self-efficacy Theory

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28
Q

the researcher who developed self-efficacy theory proposes four ways to increase self-efficacy

A

Albert Bandura

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29
Q

gaining relevant experience with the task or job.

A

Enactive mastery

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30
Q

becoming more confident because you see someone else doing the task.

A

Vicarious modeling

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31
Q

becoming more confident when someone convinces us that we have the skills necessary to be successful.

A

Verbal persuasion

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32
Q

an energized state, so we get “psyched up,” feel up to the task, and perform better.

A

Arousal

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33
Q

The best way for a manager to use verbal persuasion is through the Pygmalion effect. It is a form of self-fulfilling prophecy – believing in something can make it true.

A

Implications of self-efficacy theory

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34
Q

a theory that says that behavior is a function of its consequences. It suggests that reinforcement conditions behavior and that behavior is environmentally caused.

A

Reinforcement Theory

35
Q

– a theory that argues that behavior follows stimuli in a relatively unthinking manner

A

Behaviorism

36
Q

giving a positive response to positive and required behavior

A

Positive reinforcement

37
Q

rewarding an employee by removing negative/undesirable consequences.

A

Negative reinforcement

38
Q

applying undesirable consequence for showing undesirable behavior.

A

Punishment

39
Q

absence of reinforcements.

A

Extinction

40
Q

a theory that says that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.

A

Equity Theory

41
Q

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

A
  1. Change their inputs.
  2. Change their outcomes.
  3. Distort perceptions of self.
  4. Distort perceptions of others.
  5. Choose a different referent.
  6. Leave the field.
42
Q

is an overall perception of what is fair in the workplace, composed of distributive justice, procedural, informational, and interpersonal justice.

A

Organizational justice

43
Q

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

A

Distributive justice

44
Q

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

A

Procedural justice

45
Q

the degree to which employees are provided truthful explanations for decisions

A

Informational justice

46
Q

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

A

Interpersonal justice

47
Q

A theory that says that the strength of a tendency to act in a certain way depends on an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.

A

Expectancy Theory

48
Q

expectancy theory is one the most widely accepted explanations of motivation.

A

Victor Vroom’s

49
Q

the probability perceived by the individual that exerting a given amount of
effort will lead to performance.

A

Effort-performance relationship

50
Q

the degree to which the individual believes performing at a particular level will lead to the attainment of a desired outcome.

A

Performance-reward relationship

51
Q

– the degree to which organizational rewards satisfy an individual’s personal goals or needs and the attractiveness of those potential rewards for the individual.

A

Rewards-personal goals relationship

52
Q

Make sure extrinsic rewards for employees are not viewed as coercive, but for competence and relatedness. Consider goal-setting theory, as clear and difficult goals often lead to higher levels of employee productivity.

A

Implications for Managers

53
Q

A major strategy for enhancing motivation is to make the job so challenging and the worker so responsible that he or she is motivated just by performing the job.

A

Motivation through Job Design

54
Q

This is a model that proposes that any job can be described in terms of five core
dimensions: skill variety, task identity, task significance, autonomy, and feedback. This Developed by J. Richard Hackman and Greg Oldham

A

The Job Characteristics Model (JCM)

55
Q

The degree to which a job requires a variety of different activities

A

Skill variety

56
Q

The degree to which a job requires completion of a whole and identifiable piece of work.

A

Task identity

57
Q

The degree to which a job has a substantial impact on the lives or work of other people.

A

Task significance

58
Q

The degree to which a job provides substantial freedom and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out.

A

Autonomy

59
Q

The degree to which carrying out the work activities required by a job results in the individual obtaining direct and clear information about the effectiveness of his or her performance.

A

Feedback

60
Q

The core dimensions of the job characteristics model (JCM) can be combined into a single predictive index called the…

A

motivating potential score (MPS)

61
Q

refers to making a job more motivational and satisfying by adding variety, responsibility, and managerial decision making

A

Job Enrichment

62
Q

the periodic shifting of an employee from one task to another

A

Job rotation

63
Q

giving employees more number and variety of tasks to perform

A

Job enlargement

64
Q

– flexible work hours

A

Flextime

65
Q

an arrangement that allows two or more individuals to split a traditional 40-hour-a-week job

A

Job sharing

66
Q

working from home at least 2 days a week on a computer that is linked to the employer’s office.

A

Telecommuting

67
Q

– a participative process that uses the input of employees to
increase employee commitment to organizational success.

A

Employee involvement and participation (EIP)

68
Q

a process in which subordinates share a significant degree of decision-making
power with their immediate superiors.

A

Participative management

69
Q

– a system in which workers participate in organizational decision making
through a small group of representative employees.

A

Representative participation

70
Q

the worth of the job to the organization usually established through job evaluation

A

Internal equity

71
Q

the external competitiveness of an organization’s pay relative to pay elsewhere in its industry usually established through pay surveys.

A

External equity

72
Q

a pay plan that bases a portion of an employee’s pay on some individual and/or
organizational measure of performance.

A

Variable-Pay Program

73
Q

A pay plan in which workers are paid a fixed sum for each unit of production
completed.

A

Piece-rate pay

74
Q

A pay plan based on performance appraisal ratings

A

Merit-based pay

75
Q

Sets pay levels on the basis of how many skills employees have or how many jobs they can do

A

Skill-Based Pay

76
Q

A pay plan that rewards employees for recent performance rather than historical
performance

A

Bonuses

77
Q

An organization wide program that distributed compensation based on some
established formula designed around a company’s profitability

A

Profit-sharing plans

78
Q

Formula-based group incentive plan

A

Gainsharing

79
Q

A company-established benefits plan in which employees acquire stock, often at
below-market prices, as part of their benefits.

A

Employee stock
ownership plans (ESOP)

80
Q

a benefits plan that allows each employee to put together a benefits package individually tailored to his or her own needs and situation.

A

Flexible benefits

81
Q

Rewards are intrinsic in the form of

A

employee recognition programs

82
Q

Lower Order Needs
(satisfied externally)

A

Physiological
Safety

83
Q

Higher Order Needs
(satisfied internally)

A

Social Affection
Esteem
Self-actualization

STUDY FLASHCARDS (11 decks)

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