MGMT Final Ch. 11

Question 1

Motivation

Answer 1

The willingness to achieve organizational objectives or to pitch in to get something done whenever necessary.

Question 2

How to answer “what motivates you” question during a job interview

Answer 2

Answer is NOT money

Want: Live a meaningful life, meaningful work with purpose, do not like unfulfilling jobs.

Answer: Motivated companies mission, vision and values.

Question 3

Tips to increase self-motivation

Answer 3

Help: drink water, eat healthy, exercise well, get good sleep and avoiding negative people

Question 4

Motivational effort – 3 components

Answer 4

Initiation: Refers to how much effort you will exert? What level of performance will I go for?

Direction: Refers to where to put effort. Do I do Job A or Job B?

Persistence: Refers to how long an effort will be forthcoming
Do I keep pushing or let up?

Question 5

Motivation feedback loop

Answer 5

Need → Motive → Behavior → Consequence → Satisfaction or Dissatisfaction → Feedback

Question 6

Performance – motivation link

Answer 6

Performance = ability x motivation x resources

Determinants of performance: All need to be high, do something you are passionate about and you will be successful

Question 7

Motivation theories- Hierarchy of Needs

Answer 7

Proposes that employees are motivated by five levels of needs: Maslow: physiological, safety, social, esteem, self-actualization

Question 8

Motivation theories- Acquired Needs

Answer 8

Need for achievement, power, affiliation

Question 9

Motivation theories- ERG Theory

Answer 9

Proposes that employees are motivated by 3 needs: existence, relatedness, and growth

Question 10

Motivation Theories- Two-Factor Theory

Answer 10

Proposes that employees are motivated by motivators (higher-level needs) rather than maintenance level factors (lower-level needs)

Question 11

Motivation Theories- Self Determination Theory

Answer 11

Proposes that supporting employee autonomy, competence and relatedness needs fosters motivation.

Question 12

Motivating people with different needs

Answer 12

Hierarchy of Needs Theory: Physiological needs, safety needs, social needs, esteem needs, self-actualization needs.

ERG Theory: determine which needs have been met and which has not

Two-Factor: Maintenance Factors(pay, benefits, job security, working conditions, company policies) Motivators (work itself, recognition, achievement, increased responsibility, growth, advancement)

Self Determination: Any repressment of needs will have a bad impact, facilitating high quality motivation and engagement activities.

Acquired Needs: Proposes employees are motivated by their need for achievement, power and affiliation

Question 13

Challenges for people with achievement need when they get promoted to managerial positions

Answer 13

Personal responsibility for solving problems , goal oriented, challenge, hard to work with others if looking only for personal success

Question 14

Can you also identify the challenges for people with need for affiliation when they get promoted to managerial positions?

Answer 14

Because they tend to seek close relationships with others and be liked by them, try to belong, promote others interests, interact with others: Not very manager like.

Question 15

Equity theory

Answer 15

Compare input/output ratios with referents

Proposes that employees are motivated with their perceived inputs equal outputs.

Compare to others input and outputs, ex, coworker

Question 16

Fairness and Organizational Justice- Distributive

Answer 16

Managers aware equity is based on perception. Should not play favorites

Question 17

Fairness and Organizational Justice- Procedural

Answer 17

Rewards equitable, producing at same level = same rewards, work harder for less pay - mad

Question 18

Fairness and Organizational Justice- Interactional

Answer 18

Inputs needed to attain certain outputs, incentive pay, clear requirements to achieve incentive.

Question 19

Expectancy theory

Answer 19

Proposes that employees are motivated when they believe they can accomplish a task and the regards for doing so are with the effort.

Question 20

Expectancy

Answer 20

People’s perception of their ability(probability) to accomplish an objective. Higher effectively better chance for motivation

Question 21

Instrumentality

Answer 21

Refers to perception of the relationships between performance and the outcome/reward that will be gained.

Question 22

Valance

Answer 22

Refers to the value a person places on the outcome, the better chances of motivation.

Question 23

Goal Setting Theory

Answer 23

Proposes that achievable but difficult goals motivate employees. Higher specific goals lead to higher performance.

Question 24

SMART Goals

Answer 24

Specific, Measurable, Achievable, Relevant, and Time-Bound

Question 25

MBO (Management By Objective)

Answer 25

defines top company goals and uses them to determine employees’ objectives. MBO processes identify an employee’s main objectives, which are later graded with group input.

This helps all company contributors see their accomplishments in connection to the company’s top priorities as they carry out their tasks.

Question 26

Reinforcement theory

Answer 26

Positive reinforcement, Avoidance or Negative reinforcement, Punishment, Extinction

Question 27

Continuous Reinforcement

Answer 27

Every desired behavior is reinforced, good for making sustain desirable behavior. Not always possible or practical.

Question 28

Intermittent Reinforcement

Answer 28

Reinforcement based on passage of time (ratio schedule better than interval schedules):

Fixed-Interval Schedule: Paycheck weekly

Variable-Interval Schedule: Random days praise

Fixed-Ratio Schedule: Bonus after workers produce at a standard rate

Variable Ratio Schedule: Praise only for exceptional performance.

Question 29

Tips for using reinforcements

Answer 29

Make sure employees know what behavior is expected and reinforced. Clear effective objectives.
Appropriate Rewards
Appropriate reinforcement and schedule
Do not reward mediocre or poor performance
Positive and give praise regularly. Make people feel good.
Do things for your employees.

Question 30

Rewards- Hierarchy and ERG

Answer 30

financial rewards for lower level needs and non financial for higher level needs.

Question 31

Rewards- Two Factor

Answer 31

Maintenance needs are primarily met financially and motivators met non financially.

Question 32

Acquired Needs- Achievement

Answer 32

motivated to achieve goals

Question 33

Acquired Needs- Affiliation

Answer 33

met through relationships

Question 34

Acquired Needs- Power

Answer 34

Motivated to meet goals with both financial and non financial rewards.

Question 35

Equity

Answer 35

Fair pay and treatment

Question 36

Intrinsic vs Extrinsic Motivation

Answer 36

Intrinsic motivation comes from an internal desire to accomplish a goal, while extrinsic motivation comes from external rewards and praise. Neither type of motivation is better than the other. Their effectiveness depends on each employee and how employers prioritize each type of motivation in the workplace.