Motivating Employees

Question 1

motivation

Answer 1

the process by which a person’s efforts are energized, directed, and sustained toward attaining a goal

Question 2

hierarchy or needs theory

Answer 2

Maslow’s theory that human needs -physiological, safety, social, esteem, and self-actualization- form a sort of hierarchy

Question 3

physiological needs

Answer 3

a person’s needs for food, drink, shelter, sexual satisfaction, and other physical needs

Question 4

safety needs

Answer 4

a person’s needs for security and protection from physical and emotional harm

Question 5

social needs

Answer 5

a person’s needs for affection, belongingness, acceptance, and friendships

Question 6

esteem needs

Answer 6

a person’s needs for internal factors such as self-respect, autonomy, and achievement, and external factors such as status, recognitions, and attention

Question 7

self-actualization needs

Answer 7

a person’s need to become what he or she is capable of becoming

Question 8

Theory X

Answer 8

the assumption that employees dislike work, are lazy, avoid responsibility, and must be coerced to perform

Question 9

Theory Y

Answer 9

the assumption that employees are creative, enjoy work, seek responsibility, and can exercise self-direction

Question 10

hygiene factors

Answer 10

factors that eliminate job dissatisfaction, but don’t motivate

Question 11

motivators

Answer 11

factors that increase job satisfaction and motivation

Question 12

three-needs theory

Answer 12

the motivation theory that says three acquired (not innate) needs -achievement, power, and affiliation- are major motives in work

Question 13

need for achievement (nAch)

Answer 13

the drive to succeed and excel in relation to a set of standards

Question 14

need for power (nPow)

Answer 14

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

Question 15

need for affiliation (nAff)

Answer 15

the desire for friendly and close interpersonal relationships

Question 16

goal-setting theory

Answer 16

the proposition that specific goals increase performance and that difficult goals, when accepted, result in higher performance than do easy goals

Question 17

self-efficacy

Answer 17

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

Question 18

reinforcement theory

Answer 18

the theory that behavior is a function of its consequences

Question 19

reinforcers

Answer 19

consequences immediately following a behavior, which increase the probability that the behavior will be repeated

Question 20

job design

Answer 20

the way tasks are combined to form complete jobs

Question 21

job scope

Answer 21

the number of different tasks required in a job and the frequency with which those tasks are repeated

Question 22

job enlargement

Answer 22

the horizontal expansion of a job by increasing job scope

Question 23

job enrichment

Answer 23

the vertical expansion of a job by adding planning and evaluating responsibilities

Question 24

job depth

Answer 24

the degree of control employees have over their work

Question 25

job characteristics model (JCM)

Answer 25

A framework for analyzing and designing jobs that identifies five primary core job dimensions, their interrelationships, and their impact on outcomes

Question 26

skill variety

Answer 26

the degree to which a job requires a variety of activities so that an employee can use a number of different skills and talents

Question 27

task identity

Answer 27

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

Question 28

task significance

Answer 28

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

Question 29

autonomy

Answer 29

the degree to which a job provides substantial freedom, independence , and discretion to the individuals in scheduling work and determining the procedures to be used in carrying it out

Question 30

feedback

Answer 30

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

Question 31

relational perspective of work design

Answer 31

an approach to job design that focuses on how people’s tasks and jobs are increasingly based on social relationships

Question 32

proactive perspective of work design

Answer 32

an approach to job design in which employees take the initiative to change how their work is performed

Question 33

high-involvement work practices

Answer 33

work practices designed to elicit greater input or involvement from workers

Question 34

equity theory

Answer 34

the theory that an employee compares his or her job’s input-outcomes ratio with that of relevant others and then corrects any inequity

Question 35

referents

Answer 35

the persons, systems, or selves against which individuals compare themselves to assess equity

Question 36

distributive justice

Answer 36

perceived fairness of the amount and allocation of rewards among individuals

Question 37

procedural justice

Answer 37

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

Question 38

expectancy theory

Answer 38

the theory that an individual tends to act in certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual

Question 39

open-book management

Answer 39

a motivational approach in which an organization’s financial statements (the “books”) and shared with all employees

Question 40

employee recognition programs

Answer 40

personal attention and expressing interest, approval, and appreciation for a job well done

Question 41

pay-for-performance programs

Answer 41

variable compensation plans that pay employees on the basis of some performance measure