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Management Exam 2 > Motivation (Chapter 13) > Flashcards

Motivation (Chapter 13) Flashcards

1
Q

the set of firces that intiates, directs, and makes poeple persist in their efforts to accomplish a goal

A

motivation

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2
Q

concerned wit the choices that poeple mae about how much effirt to put into theri projects

A

intiation of efffort

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3
Q

is concerned about the choces that people make about where to put efforts in their projects

A

direction of effort

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4
Q

concerened about choices that poeple make about how long to put effort into their project

A

persistence of effort

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5
Q

Motivation * ability * situational contraints

A

= Job performance

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6
Q

how well someone performs the requiremnets of a job

A

job performance

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7
Q

degree to which workers posses the knowledge, skills, and talent needed to do a job well.

A

ability

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8
Q

factors beyoned control of individual employees, such as tools, policies, and resources that have an effect on job performace

A

situational contraints

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9
Q

physical or psychological requirements that must be met to insure survival or well being

A

needs

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10
Q

people are motivated by physiological, safety, belongingness, esteem, and self actualization

A

Maslow’s Hierarchy of Needs

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11
Q

people are motivated by existence, relatedness, and growth

A

Alderfers ERG Theory

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12
Q

people are motivated by the need for affiliation, the need for achievement, or the need for power

A

McClelland’s Learned Needs Theory

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13
Q

lower order needs

A

concerend with saftey and with phsyiological needs and existance requirements

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14
Q

higher order needs

A

concerned with relationships, challenges, and accomplishments and influence

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15
Q

a reward that is tangible, visible to others, and given to employees contingent on the performance of specific tasks or behaviors

A

extrinsic rewards

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16
Q

a natural reward associated with performing a task or activity for its own sake

A

intrinsic rewards

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17
Q

theory that states people will be motivated to work when they perceive they are being treated fairly

A

equity theory

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18
Q

contributions employees make to the organization

A

inputs

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19
Q

what employees recieve in exchnage for their contributions to the organization

A

outcomes

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20
Q

other people with whom people compare themselves to determine if they have been treated fairly

A

referents

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21
Q

in equity theory, an employee’s perception of how the rewards received from an organization compare with the employee’s contributions to that organization

A

outcome/input ratio

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22
Q

a form of inequity in which you are getting fewer outcomes relative to relative to inputs compared to your referent

A

underreward

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23
Q

a form of inequity in which you are getting more outcomes relevant to inputs than you referent

A

overreward

24
Q

the perceived degree to which outcomes and rewards are fairly distributed or allocated

A

distributive justice

25
Q

perceived fairness of the procedures used to make reward allocation decisions

A

procedural justice

26
Q

people will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they will receive attractive rewards.

A

expectancy theory

27
Q

the attractiveness/desirability of a reward/outcome

A

valence

28
Q

perceived relationship between effort and performance

A

expectancy

29
Q

perceived relationship between performance and rewards

A

instrumentality

30
Q

valence * expectancy * instrumentality

A

= Motivation

31
Q

theory that behavior is a function of its consequences, that behaviors followed by positive consequences will occur more frequently, and that behaviors followed by negative consequences will occur more frequently, and that behaviors followed by negative consequences, or not followed by positive consequences, will occur less frequently

A

reinforcement theory

32
Q

process of changing behavior by changing the consequences that follow behavior

A

reinforcement

33
Q

cause and effect relationships between the performance of specific behaviors and specific consequences

A

reinforcement contingencies

34
Q

rules that specify which behaviors will be reinforced, which consequences will follow those behaviors, and the schedule by which those consequences will be delivered

A

schedule of reinforcement

35
Q

strengthens behavior by following behaviors with desirable consequences

A

positive reinforcement

36
Q

reinforcement that strengthens behavior by withholding an unpleasant consequence when employees perform a specific behavior

A

negative reinforcement (avoidance learning)

37
Q

weakens behavior by following behaviors with undesirable consequences

A

punishment

38
Q

reinforcement in which a positive consequence is no longer allowed to follow a previously reinforced behavior, thus weakening the behavior

A

extinction

39
Q

a schedule that requires a consequence to be administered following every instance of a behavior

A

continuos reinforcement schedule

40
Q

a schedule in which consequences are delivered after a specified average or average number of behaviors has occurred

A

intermittent reinforcement schedule

41
Q

consequences follow a behavior after a fixed period of time has elapsed

A

fixed interval reinforcement schedule

42
Q

time between behavior and consequence varies around a specific average

A

variable interval reinforcement schedule

43
Q

consequences are delivered following a specific number of behaviors

A

fixed ratio reinforcement schedule

44
Q

consequences are delivered following a different number of behaviors, sometimes more sometimes less, that vary around a specified average number of behaviors

A

variable ratio reinforcement schedule

45
Q

What are the five steps to motivating workers with reinforcement theory?

A

identify,measure,analyze,intervene,evaluate

46
Q

singling out critical, observable, performance related behaviors

A

identify

47
Q

determining the baseline frequencies of these behaviors

A

measure

48
Q

means studying the causes and consequences of these behaviors

A

analyze

49
Q

changing the organization by using positive and negative reinforcement to increase the frequency of these behaviors

A

intervene

50
Q

assessing the extent to which the intervention actually changed workers behaviors

A

evaluate

51
Q

a target, objective, or result that someone tries to accomplish

A

goal

52
Q

the theory that people will be motivated to the extent to which they accept specific, challenging goals and receive feedback that indicates their progress toward goal achievement

A

goal setting theory

53
Q

extent to which goals are detailed, exact and unambiguous

A

goal specificity

54
Q

extent to which a goal is hard or challenging to accomplish

A

goal difficulty

55
Q

extent to which people consciously understand and agree to goals

A

goal acceptance

56
Q

information about the quality or quantity of past performance that indicates whether progress is being made toward the accomplishment of a goal

A

performance feedback

Management Exam 2 (3 decks)

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