MOTIVATING

Question 1

is the willingness to exert high levels of effort to reach organizational goals, conditioned by the effort’s ability to satisfy some individual need.

Answer 1

Motivation

Question 2

describes forces within the individual that account for the level, direction, and persistence of effort expended at work.

Answer 2

Motivation

Question 3

Most discussion of motivation begins with the concept of _________ the unfulfilled physiological or psychological desires of an individual.

Answer 3

individual needs

Question 4

“An inner state that energizes, activates, or moves, and that directs or channels behavior
toward goals.” Berelson & Steiner

Answer 4

Motive

Question 5

*“The willingness to exert high levels of effort to reach organizational goals, conditioned by the effort’s ability to satisfy some individual need.” – Robbins
*“3 measures of resulting behavior: direction, strength, and persistence” - Campbell

Answer 5

Motivation

Question 6

To have an effective technical organization, one needs to understand the ___________ which is an important part of leadership.

Answer 6

nature of motivation

Question 7

Campbell et al. define motivation in terms of three measures of the resulting behavior:

Answer 7

a. The direction of an individual’s behavior (measured by the choice made when several alternatives are available)
b. The strength of that behavior once a choice is made
c. The persistence of that behavior

Question 8

____________ postulated two contrasting sets of assumptions about the average worker, calling them _____________.

Answer 8

Douglas McGregor
Theory X and Theory Y

Question 9

places exclusive reliance upon external control of human behavior

Answer 9

Theory X

Question 10

relies heavily on self-control and self-direction.

Answer 10

Theory Y

Question 11

It is worth noting that this difference is the difference between treating people as _______ and treating them as __________.

Answer 11

children
mature adults

Question 12

1. the average person by nature indolent - he works as little as possible
2. He lacks ambition, dislikes responsibility, prefers to be led.
3. He is inherently self-centered, indifferent to organizational needs.
4. He is by nature resistant to change.
5. He is gullible, not very bright, the ready dupe of the charlatan and the demagogue.

Answer 12

Theory X: assumption

Question 13

Thus in theory X, the management needs to:
1. Management is responsible for organizing the elements of ________________________ in the interest of economic needs.
2. ______________ . This is a process of directing their efforts, motivating them, controlling their actions, modifying their behaviors to fit the needs of the organization.
3. Without this active intervention by management, people would be ___________ to organization needs. They must therefore be _______________ - their activities must be directed.

Answer 13

productive enterprise-money, materials, equipment, people
With respect to people
passive-even resistant
persuaded, rewarded, punished, controlled

Question 14

1. Management is responsible for organizing the elements or productive enterprise - money, materials equipment, people - in the interest of economic ends
2. People are not by nature passive or resistant to organizational needs. They have become so as a result of experience in organization.
3. The motivation, the potential for development, the capacity for assuming responsibility, the readiness to direct behavior toward organization goals are all present in people. Management does not have to put them there. It is the responsibility of management to make it possible for people to recognize and develop these human characteristics for themselves.
4. The essential task of management is to arrange organizational conditions and methods of operation so that people can achieve their own goals best by directing their own efforts toward organizational objectives.

Answer 14

Theory Y: assumption

Question 15

places exclusive reliance upon external control of human behavior

Answer 15

Theory X

Question 16

relies heavily on self-control and self-direction.

Answer 16

Theory Y

Question 17

are based on human needs and people’s (often unconscious) efforts to satisfy them.

Answer 17

Content Theories

Question 18

Content Theories

Answer 18

A. Maslow’s Hierarchy of Needs.
B. Herzberg’s Two-Factor Theory
C. McClelland’s Trio of Needs

Question 19

human needs arrange themselves in hierarchies of prepotency. The appearance of one need usually rest on the prior satisfaction of another.

Answer 19

Concept of Abraham H. Maslow

Question 20

is a motivational theory in psychology that argues that while people aim to meet basic needs, they seek to meet successively higher need in a form of a pyramid.

often represented as a pyramid with five levels of needs

Answer 20

Maslow’s Hierarchy of Needs

Question 21

In a 1943 paper called A Theory of Human Motivation, Maslow presented the idea that ____________ are directed toward goal attainment.

Answer 21

human actions

Question 22

The four levels (lower-order needs) are considered

Answer 22

physiological needs

Question 23

the top level of the pyramid is considered

Answer 23

growth needs

Question 24

_____________ must be satisfied before higher-order needs can influence behavior.

Answer 24

lower level needs

Question 25

People concentrate on these needs before continuing up the hierarchy to satisfy higher-order needs. In the workplace these include basic wages or salary, and reasonable working conditions.

Answer 25

Physiological needs

Question 26

Next in the hierarchy, workers need job security, safe working conditions, protection against threats, and a predictable work environment. Also included at this level are the job benefits—medical, unemployment, and disability insurance—as well as retirement plans.

Answer 26

Security/Safety needs

Question 27

After the lower levels of the hierarchy, physiological and security, have been met, _____________ become a motivator for the worker. In the workplace these include compatible coworkers and a pleasant supervisor. These needs may be met outside the workplace where there is a need for interaction with others and being part of a group.

Answer 27

Affiliation (Belongingness) needs

Question 28

are met by self-respect or self-esteem, and the esteem of others. Praise, recognition, and promotion within the company satisfy these needs. In some situations this includes the location of a person’s office.

Answer 28

Esteem needs

Question 29

The highest level is the desire to become everything one is capable of becoming (to become actualized in what one is potentially). This need may be addressed through creative or challenging work or special assignments. Leaving a company and going into business for yourself is a form of this highest level.

Answer 29

Self-actualization needs

Question 30

studied the factors affecting job attitudes

Answer 30

Frederick Herzberg

Question 31

the factors affecting job attitudes and found that they could be divided into two groups:

Answer 31

1. Motivator Factors
2. Hygiene Factors

Question 32

those that provided motivation when they are present

Answer 32

Motivator Factors

Question 33

led to job dissatisfaction when they did not meet expectations.

Answer 33

Hygiene Factors

Question 34

Herzberg developed the methodology of ____________ to increase the content of motivators in a job.

Answer 34

job enrichment

Question 35

Examples of ______________ include reducing the number and frequency of controls, making the worker responsible for checking his or her own work, establishing a direct relationship between the worker and the customer or user of that work (whether internal or external), and in other ways, increasing authority and autonomy.

Answer 35

job-enrichment actions

Question 36

Myers believes that people may be categorized as either ______________, who respond well to job enrichment, or ______________, who “are motivated primarily by the nature of their environment and tend to avoid motivational opportunities…are chronically preoccupied and dissatisfied with maintenance [hygiene] factors surrounding their job…[and] realize little satisfaction from accomplishment and express cynicism toward the positive values of work and life in general.”

Answer 36

motivation seekers
maintenance seekers

Question 37

In an extended study at Texas Instruments, Myers found that engineers, manufacturing supervisors, hourly male technicians, and especially scientists tended to be ____________, whereas female assemblers tended to be ____________.

Answer 37

motivation seekers
maintenance seekers

Question 38

McClelland’s Trio of Needs:

Answer 38

1. Need for achievement
2. Need for power
3. Need for affiliation

Question 39

the drive or desire to excel, to accomplish something better than has been done in the past. (entrepreneurs)

Answer 39

Need for achievement

Question 40

the desire to control one’s environment, including resources and people.
(managers)

Answer 40

Need for power

Question 41

the need for human companionship and acceptance.
(coordinators, integrators, counselors, and sales)

Answer 41

Need for affiliation

Question 42

assume that behavioral choices are made more rationally, based on the expected outcomes.

Answer 42

Process Theories

Question 43

Process Theories:

Answer 43

A. Equity Theory
B. Expectancy Theory
C. Porter-Lawler Extension
D. Behavior Modification

Question 44

Developed by _____________, this theory is based on the simple belief that people want to be treated fairly relative to the treatment of others.

Answer 44

Equity Theory
J. Stacey Adams

Question 45

are a person’s contribution to the organization in terms of education, experience, ability, effort, and loyalty.

Answer 45

Inputs

Question 46

are the obvious rewards of pay and promotion and the more subtle ones of recognition and social relationships.

Answer 46

Outcomes

Question 47

A person who feels under rewarded compared with someone else may:

Answer 47

(1) put forth less effort,
(2) press for a higher salary (or a bigger office or a reserved parking place),
(3) distort the perceived ratio by rationalizing, or
(4) leave the situation (quit or transfer).

Question 48

Formulated in _____ by _______, ____________ relates the effort a person puts forth to the expectation of achieving some desired goal.

Answer 48

1964
Victor Vroom
expectancy theory

Question 49

two expectancies in expectancy theory:

Answer 49

Effort-to-performance expectancy
Performance-to-outcome expectancy

Question 50

is a person’s perception of the probability that his or her effort will lead to high performance, usually in meeting an organizationally desired goal.

Answer 50

Effort-to-performance expectancy

Question 51

The ability to achieve ____________ (first-order outcomes in the model) is considered a function of individual ability and the environment (tools, resources, and opportunity), in addition to the effort applied.

Answer 51

high performance

Question 52

also known as instrumentality, is the person’s perception that attaining the performance just described will lead to intrinsic and extrinsic rewards (second-order outcomes).

Answer 52

Performance-to-outcome expectancy

Question 53

are intangibles such as a feeling of accomplishment or sense of achievement;

Answer 53

Intrinsic rewards

Question 54

are tangible results such as pay or promotion.

Answer 54

extrinsic awards

Question 55

Both the effort -to-performance and the performance-to-outcome expectancy may be rated on a scale from _________________.

Answer 55

0.0 (no relationship) to 1.0 (certainty)

Question 56

measures the strength of a person’s desire for these outcomes (which may be positive or negative) and is related to the individual needs we have already considered.

Answer 56

Valence

Question 57

According to expectancy theory, motivation can be calculated as the product of the values assigned to these three factors:

Answer 57

• Effort to performance expectancy
• Performance to outcome expectancy
• Valence of outcomes

Question 58

________________ proposed an extension of the expectancy model involving employee satisfaction.

Answer 58

Lyman W. Porter and Edward E. Lawler

Question 59

Personal effort, abilities and traits, and role perceptions (the employee’s belief that certain tasks need to be done to do his or her job effectively) determine _____________.

Answer 59

performance

Question 60

Performance, in turn, leads to ________________, as in the expectancy model.

Answer 60

intrinsic and extrinsic rewards

Question 61

The perceived ____________ of these rewards determines the satisfaction the employee gains from the work.

Answer 61

equity (fairness)

Question 62

This ____________ colors the value placed on the rewards anticipated for future cycles of work, and therefore it influences future effort.

Answer 62

satisfaction

Question 63

This theory, also known as the reinforcement theory or operant conditioning, has its foundations in the work of ___________.

Answer 63

Behavior Modification
B. F. Skinner

Question 64

________ is followed by an event (reinforcement) that affects the probability that the behavior is repeated.

Answer 64

Behavior

Question 65

Four major types of reinforcement are available to the manager:

Answer 65

Positive reinforcement
Negative reinforcement
Punishment
Extinction

Question 66

increases the probability that desired behavior will be repeated by providing a reward (praise, recognition, raise, promotion, or other).

Answer 66

Positive reinforcement

Question 67

or avoidance, seeks to increase the probability that desired behavior will be repeated by letting the employee escape from undesired consequences.

Answer 67

Negative reinforcement

Question 68

seeks to decrease the probability that undesired behavior will be repeated by imposing penalties (undesired consequences) such as reprimands, discipline, or fines.

often leads to resentment and even poorer performance, managers try to use it as a last resort.

Answer 68

Punishment

Question 69

seeks to decrease the probability that undesired behavior will be repeated by ignoring it and withholding positive reinforcement.

Answer 69

Extinction

Question 70

____________ is the application of motivational theories to the structure of work for improving productivity and satisfaction. The number of tasks and those tasks one has on a job affect the ____________ of workers. Several techniques have been developed to change these factors.

Answer 70

Job design
motivational level

Question 71

is a job design whose purpose is to improve task efficiency by reducing the number of tasks a single person must perform.

reduces the number of tasks by specialization, it often results in boredom and reduced motivation.

Answer 71

Job simplification

Question 72

systematically moves employees from one job to another to provide them with variety and stimulation.

increases the number of tasks over time and can be motivational if the jobs are challenging.

Answer 72

Job rotation

Question 73

combines a series of tasks into one new, broader job to give employees variety and challenge.

Answer 73

Job enlargement

Question 74

incorporates achievement, recognition, and other high-level motivators into the work.

adds more responsibility to the job and thereby has more motivational potential.

Answer 74

Job enrichment

Question 75

_________ developed the ___________, which is a model of job design that comprises core job dimensions, critical psychological states, and employee growth-need strength.

Answer 75

Hackman and Oldham
job characteristics model

Question 76

involves the changing of jobs to increase the quality of work life and the productivity of workers.

Answer 76

Work redesign

Question 77

are skill variety, task identity, task significance, autonomy, and feedback.

These dimensions produce meaningful work, a feeling of responsibility, and knowledge of results. These lead to positive personal and work outcomes. The effectiveness of each of these programs depends on the types of perceived needs that the workers have.

Answer 77

Core job dimensions

Question 78

The newest trend in motivation is __________, which is the delegation of power and authority to subordinates. This releases motivation within employees.

Answer 78

empowerment

Question 79

______________ must receive information about company performance, have knowledge and skills to contribute to company goals, have power to make substantive decisions, and be rewarded based on performance.

Answer 79

Empowered employees