Motivation: Chapter 5 Flashcards

(30 cards)

1
Q

motivation

A

influences the direction, intensity, and persistence of a person’s efforts

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

employees with higher levels of motivation…

A
  • more likely to have high levels of organizational engagement and commitment,
  • more efficient and effective,
  • increases productivity for the company
  • lowers company costs
  • more likely to collaborate and problem-solve
  • leads to positive relationships + improved organizational culture
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

needs theories of motivation

A

variables within the individual that lead to motivation and behaviour

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

needs

A

insufficiencies that provoke some type of behavioural response

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

process theories of motivation

A

individual motivation as being controlled by external environmental forces, and focus on how motivation works, and what factors direct and sustain it

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

maslow’s theory of needs

A
  • physiological
  • safety and security
  • love/social needs
  • esteem needs
  • self-actualization
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

theory X

A

employees are motivated by lower-order needs
they are inherently lazy
they will avoid responsibility where possible
they dislike their work
they are working only for a sustainable income.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

theory Y

A

employees are self-directed
internally motivated by higher-order needs
participative style of management
emphasize employee commitment to the organization and its goals.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

ERG (needs theory)

A

Existence, Relatedness, and Growth

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

regression hypothesis (ERG theory)

A

proposes that an already-satisfied need can continue to motivate when a higher need cannot be achieved

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

McClelland’s theory of needs

A

needs for achievement, power, and affiliation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

McClelland’s theory of needs (achievement)

A

individuals who are motivated by competition, challenging goals, persistence, and overcoming difficulties

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

McClelland’s theory of needs (power)

A

desire to influence others, the urge to change people or events, and the wish to make a difference

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

McClelland’s theory of needs (affiliation)

A

describes an urge to establish and maintain warm, close relationships with others

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

equity theory

A

motivation is a function of perceived fairness (equity) in the social exchange and that inequity (unfairness) is an important motivator

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

resolving inequity

A

(1)alter one’s outcomes
(2) alter one’s inputs
(3) alter the comparison other’s outcomes
(4) alter the comparison other’s inputs
(5) change who is used as a comparison other
(6) rationalize the inequity
(7) leave the organizational situation

17
Q

equity sensitives

A

want the ratio between their outcomes to inputs to be equivalent to that of their comparison others, and feel distressed when under-rewarded, and guilt when over-rewarded

18
Q

benevolents in equity

A

comfortable with an equity ratio less than that of their comparison other

19
Q

entitleds in equity

A

comfortable with an equity ratio greater than that of their comparison other

20
Q

expectancy

A

belief that effort leads to performance

21
Q

instrumentality

A

belief that performance is related to outcomes

22
Q

valence

A

value or importance an individual places on a particular outcome

23
Q

motivational problems in relation to expectancy theory

A
  • disbelief in a relationship between effort and performance
  • lack of trust in the relationship between performance and rewards
  • lack of desire for the rewards offered
24
Q

moral maturity

A

measure of a person’s moral cognitive development

25
goal setting
process of establishing desired results that guide and direct behaviour and is one of the most robust theories of motivation
26
clarity
SMART specific measurable achievable relevant time-bound
27
challenge
highest level of effort occurs when tasks are moderately difficult—not very easy, and not very hard
28
commitment
individual who is not truly committed to a goal will lack the motivation to achieve it
29
feedback
allows one to gauge how well they are progressing toward their goal
30
task complexity
people work harder to reach difficult goals, as long as they are committed to the goal and have the skills to achieve it