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IO Exam > Lesson 13 - Motivation > Flashcards

Lesson 13 - Motivation Flashcards

1
Q

Motivation

A
  • refers to the internal force that drives a worker to action as well as the external factors that encourage that action
  • means inspiring the personnel with an enthusiasm to work
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2
Q

Content Approaches

A
  • highlight the specific factors that will motivate the individual
  • centers on the factors within the individual which rejuvenate, direct, sustain, and stop behavior
  • Maslow’s Hierarchy of Needs
  • Aldefer’s ERG Theory
  • Herzberg Two Factor Theory
  • McClelland’s Learning Needs Theory
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3
Q

Process Approaches

A
  • concerned with how motivation happens
  • HOW
  • Expectancy Theory
  • Equity Theory
  • Goal Setting-Theory
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4
Q

Content Approaches

Aldefer’s ERG Theory of Motivation

A
  • Clayton Aldelfer
  • collapsed Maslow’s five levels of need in three categories
  • ERG (Existence, Relatedness and Growth)
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5
Q

Aldefer’s ERG Theory

E - Existence Needs

Content Approaches

A

desires for physiological and material well-being (Maslow = physiological and safety needs)

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6
Q

Aldefer’s ERG Theory

R - Relatedness

Content Approaches

A

desires for satisfying interpersonal relationship (Maslow = social needs)

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7
Q

Aldefer’s ERG Theory

G - Growth Needs

Content Approaches

A

desires for continued psychological growth and development
(Maslow = self esteem ad self-realization)

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8
Q

ERG Theory

Frustration-regression principle

Content Approaches

A

an **already satisfied lower level need can become reactivated **and influence behavior when a higher level need cannot be satisfied

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9
Q

Content Approaches

Herzberg Two Factor Theory

A
  • Frederick Herzberg
  • two factors: Hygieneand satisfiers or motivators
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10
Q

Content Approaches

Maslow’s Hierarchy of Needs

A
  • Abraham Maslow
  • based on two principles
  • Deficit principle & Progression Principle
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11
Q

Maslow’s Hierarchy of Needs 2 principles

Deficit principle

Content Approaches

A

a satisfied need no longer motivates behavior because people act to satisfy deprived needs

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12
Q

Maslow’s Hierarchy of Needs 2 principles

Progression Principle

Content Approaches

A

the five needs he identified exist in hierarchy

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13
Q

Learned Needs Theory

A
  • David McClelland
  • needs are learned through life experiences
  • three types of needs:
    Need for achievement
    Need for power
    Need for affiliation
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14
Q

Learned Needs Theory - 3 types of Needs

Need for power

Content Approaches

A

Wants to control and influence

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15
Q

Learned Needs Theory - 3 types of Needs

Need for Affiliation

Content Approaches

A

Wants to belong

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16
Q

Learned Needs Theory - 3 types of Needs

Need for Achievement

Content Approaches

A

sets and accomplishes challlenges

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17
Q

Process Approaches

Expectancy Theory

A
  • argues that humans act according to their conscious expectations that a particular behavior will lead to specific desirable goals
  • Victor H. Vroom

Elements
* Expectancy
* Instrumentality
* Valence

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18
Q

3 Elements of Expectancy Theory - EIV

Expectancy

Process Approaches

A

person’s perception that effort will result in performance

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19
Q

3 Elements of Expectancy Theory - EIV

Instrumentality

Process Approaches

A

person’s perception that performance will be rewarded/punished

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20
Q

3 Elements of Expectancy Theory - EIV

Valence

Process Approaches

A

perceived strenght of the reward or punishment that will result from the performance

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21
Q

Process Approaches - EEG

Equity Theory

A
  • John Stacey Adam (1963)
  • individual perceives that the rewards received are equitable, that is fair or just in comparison with those received by others in similar positions in or outside the organization, then the individuals feel satisfied
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22
Q

Process Approaches - EEG

Goal-setting Theory

A
  • Edwin Locke (1968)
  • motivation and performance will be high if individuals are set specific goals with are challenging, but accepted, and where feedback is given on performance
23
Q

Goal-setting Theory

Goal specificity

Process Approaches

A

the degree of quantitative preciseness of the goal

24
Q

Goal-setting Theory

Goal difficulty

Process Approaches

A

the degree of proficiency or the level of goal performance that is being sought

25
Q

Goal-setting Theory

Goal intensity

Process Approaches

A

the process of setting a goal or determining how to reach it

26
Q

Goal-setting Theory

Goal commitment

Process Approaches

A

the amount of effort that is actually used to achieve a goal

27
Q

Goal-setting Theory

The goals that are hard to achieve are linearly and positivelly connected to performance. The harder the goal, the more the person will work hard for it

Process Approaches

A

TRUE

28
Q

Work Behaviors that Imply Motivation

A
  • High Performance Level
  • Exemplary attendance
  • Organizational citizenship
  • Self-improvement efforts
29
Q

Personality

A

Conscientiousness is the best personality predictor of work performance, organizational citizenship behavior (OCB), and academic performance; stability is most associated with salary and setting high goals; and extraversion is most highly correlated with the number of promotions received

30
Q

Self-esteem

A

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

31
Q

Korman’s Consistency Theory

A

theorized that employees high in self-esteem are more motivated and will perform better than employees low in self-esteem. Three types of self-esteem:
1. chronic self-esteem,
2. situational self-esteem,
3. socially influenced self-esteem.

32
Q

Korman’s Consistency Theory - 3 types of self esteem

Chronic self-esteem

A

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

33
Q

Korman’s Consistency Theory - 3 types of self esteem

Situational self-esteem

A

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

34
Q

Korman’s Consistency Theory - 3 types of self esteem

Socially influenced self esteem

A

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

35
Q

Pygmalion effect

A

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

36
Q

Golem effect

A

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

37
Q

Intrinsic Motivation

A

it refers to a kind of work motivation in the absence of such external factors as pay, promotion, and coworkers.

38
Q

Extrinsic motivation

A

it refers to the work motivation that arises from such nonpersonal factors as pay, coworkers, and opportunities for advancement

39
Q

Five core job dimensions

A
  • Skill Variety
  • Task Identity
  • Task significance
  • Autonomy
  • Feedback
40
Q

Job Rotation

A

moving employees from job to job at regular intervals

41
Q

Job Design Practices that Motivates

Job Enlargement

A

expanding the tasks performed by employees to add more variety

42
Q

Job Design Practices that Motivates

Job Enrichment

A

job redesign technique that allows more worker to have control over how they perform their tasks

43
Q

Job Design Practices that Motivates

Empowement

A

the removal of conditions that make a person powerless

44
Q

Job Design Practices that Motivates

Flexible Working Arrangements

A

alternative arrangements or schedules other than traditional or standard work hours, work days and work week.

45
Q

Flexible Working Arrangements

Flexitime

Job Design Practices that Motivates

A

a system wherein employees choose their starting and quitting times from a range of available hours

46
Q

Flexible Working Arrangements

Compressed Work Week

Job Design Practices that Motivates

A

the standard workweek is compressed into fewer five days

47
Q

Flexible Working Arrangements

Expanded leave

Job Design Practices that Motivates

A

gives employees greater flexibility in terms of requesting extended periods of time away from work without losing their rights as employees

48
Q

Flexible Working Arrangements

Flexplace

Job Design Practices that Motivates

A

encompasses various arrangements in which an employee works from home or some other non-office location

49
Q

Flexible Working Arrangements

Job Sharing

A

two people voluntarily share the duties and responsibilities of full-time position with both salary and benefits of that position prorated between two individuals

50
Q

Flexible Working Arrangements

Work sharing

A

allows businesses temporarily reduce hours and salary for a portion of their workforce

51
Q

Phased retirement

A

the employee and employer agree to a schedule wherein employees full-time work commitments are gradually reduced over period of months or years

52
Q

Partial retirement

A

older employees are allowed to continue working on a part time basis with no established end date

53
Q

work and family programs

A

employerss provide some degree of assistance to their employees in the realms of childcare and eldercare

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