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Performance Management System > Prelim Exam > Flashcards

Prelim Exam Flashcards

1
Q

Process of setting expectations, aligning goals, assessing results and focusing on staff development through ongoing conversations between managers and their direct report

A

Performance management system

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2
Q

Ensure organizations are able to achieve its objectives

A

PMS

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3
Q

quality of subject to frequent, rapid, significant change

A

Volatility

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4
Q

unpredictability of outcomes of the events

A

Uncertainty

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5
Q

multiplicity of issues of factors

A

Complexity

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6
Q

lack of clarity or difficulty of understanding what the situation

A

Ambiguity

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7
Q

Unexpected. Everything that we have can be lost in a snap

A

Brittle

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8
Q

Anxiety. Too much information to handle

A

Anxious

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9
Q

Not sure

A

Non linear

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10
Q

There are a lot of Questions. There are answers but not satisfied.

A

Incomprehensible

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11
Q

the level of commitment, energy and innovation that a company’s staff hold during the working day

A

Employee motivation

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12
Q

origin of the word “motivation”

A

Latin: movere - to move

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13
Q

inherently linked to behavior, and to achieve desired goals and
results.

A

Motivation

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14
Q

a crucial driver of success in the workplace.

A

Motivation

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15
Q

means that an individual is motivated from within

A

Intrinsic value

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16
Q

means an individual’s motivation is stimulated by external factors- rewards and recognition.

A

Extrinsic value

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17
Q

IMPORTANCE OF EMPLOYEE MOTIVATION

A

• There is a positive atmosphere within the organization
• Co-workers are happy and feel safe at work
• Make sure clients are happy
• They achieve better results than their counterpart

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18
Q

FINANCIAL MOTIVATORS

A

• Regular and good wages and salary
• Bonus
• Periodical increments
• Profit sharing
• Leave with pay
• Medical reimbursements

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19
Q

NON-FINANCIAL MOTIVATORS

A

• Job Security
• Performance Appraisal, praise and prestige
• Delegation of authority
• Congenial work environment
• Status and pride
• Participation
• Job enrichment
• Job rotation
• Facilities for paid leaves
• Quality of work life

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20
Q

WAYS TO MOTIVATE EMPLOYEE

A

• Employee motivation surveys
• Employee satisfaction surveys
• Recognition
• Focus on intrinsic rewards
• Autonomy, not bureaucracy
• Create an amazing work environment
• Be a visionary
• Act on soliciting ideas and suggestions
• Career-pathing
• Provide flexibility

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21
Q

Says there are two factors to which an organization can adjust to influence
the levels of motivation

A

Herzberg’s employee motivation theory

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22
Q

The two factors identified by Herzberg are

A

Motivators
Hygiene factors

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23
Q

USE OF HERZBERG’S THEORY

A

• Primarily rectify and change bureaucratic company policies.
• Ensure your managers are also mentors and not just bosses
• Make sure the compensation, perks, and bonuses are as per the market
standards
• Employees will be satisfied and find their jobs meaningful if their jobs are
constructed well
• Delegate your employees’ responsibilities, and make them feel valued

24
Q

Bonus:

It’s important to note that motivation is not a one-size-fits-all concept.

Different employees are motivated by different factors, and it’s essential for managers and leaders to understand their employees’ individual needs and preferences.

Regular feedback, communication, and recognition can help tailor motivational strategies to each employee’s unique circumstances.

A
25
Q

an intrinsic and internal drive to put forth the necessary effort and action towards work-related activities.

A

Employee motivation

26
Q

willingness to expend energy to achieve a goal or a reward

A

Motivation

27
Q

defined as ‘the sum of the processes that influence the arousal, direction, and maintenance of behaviors relevant to work settings’.

A

Motivation at work

28
Q

2 MOTIVATIONAL TECHNIQUES

A

Taylorism
Hawthorne effect

29
Q

workers are motivated by money.
• giving employee’s individual tasks, supplying them with the best tools and
paying them based on their productivity was the best way to motivate them.

A

Taylorism by Fredrick Winslow Taylor

30
Q

the idea that people change their behavior as a reaction to being observed.
• employee’s productivity increased when they knew they were being watched.
• employees were more motivated when they were allowed to give input on their
working conditions and that input was valued.

A

Hawthorne effect by Elton Mayo

31
Q

Characteristics of Motivation

A

• Personal & Psychological concept.
• Is a continuous process.
• It is always goal-oriented.
• Is a complex subject.
• Can be positive or negative.

32
Q

3 Classical Theories of Motivation

A

Maslow’s theory
Herzberg’s theory
Theory x and theory y

33
Q

hierarchy of needs
• work their way up through these needs.

A

Maslow’s theory by Abraham Maslow

34
Q

two-factor theory or the motivator-hygiene theory
• job factors that result in satisfaction; job factors that prevent dissatisfaction

A

Herberg’s theory by Frederick Herzberg

35
Q

suggests two aspects of human behavior at work

A

Theory x and theory y by Douglas McGregor

36
Q

a charted set of human requirements that are important for an individual to
achieve complete development and self-actualization

A

Maslow’s hierarchy of needs

37
Q

desire to become the most that one can be

A

Self-actualization

38
Q

respect, self-esteem, status, recognition, stregth, freedom

A

Esteem

39
Q

friendship, intimacy, family, sense of connection

A

Love and belonging

40
Q

personal security, employment, resources, health, property

A

Safety needs

41
Q

air, water, food, shleter, sleep, clothing, reproduction

A

Physiological needs

42
Q

states that certain factors in the workplace cause job satisfaction while a separate set of factors cause dissatisfaction, all of which act independently of
each other.

A

Herzberg’s theory of motivation

43
Q

a motivational theory, which involves high supervision and control over
the subordinates, and greater degree of centralization.

A

Theory X

44
Q

an advanced theory, wherein it is assumed that the workers are self-directed and self-motivated, for growth and development and takes active part in decision making.

A

Theory Y

45
Q

Modern theories of motivation

A

Acquired Needs Theory
Goal Setting Theory
Theory of Self Efficacy
Reinforcement Theory
Cognitive Evaluation Theory
Equity Theory
Expectancy Theory

46
Q

states that specific and challenging goals, along with appropriate feedback,
contribute to higher and better task performance.
• Clarity, Challenge, Commitment, Feedback, Task Complexity, Self-efficiency, Goal Commitment

A

Goal setting theory

47
Q

The theory follows the principle that people are likely to engage in activities to the extent that they perceive themselves to be competent at those activities

A

Self efficacy theory by Albert Bandura

48
Q

It states that individual’s behavior is a function of its consequences.
This theory focuses totally on what happens to an individual when he takes some action

A

Reinforcement theory by B.F. Skinner

49
Q

a theory in Psychology that is designed to explain the effects of external
consequences on internal motivation

A

Cognitive evaluation theory

50
Q

describes the relationship between the employee’s perception of how fairly is he being treated and how hard he is motivated to work

A

Equity theory by John Stacey Adams

51
Q

basically, states that a person behaves the way they do because they are motivated to select that behavior ahead of others because of what they expect the result of that behavior to be.

A

Expectancy theory by Victor Vroom

52
Q

Steps of motivation process

A
  1. Identify unsatisfied needs and motives
  2. Tension
  3. Action to Satisfy Need and Motives
  4. Goal Accomplishment
  5. Feedback
53
Q

Importance of Motivation

A

• Improves the Performance of Employees and the Organization
• Develops Positive Attitude
• Reduces Employee Turnover
• Reduces Absenteeism
• Helps to Introduce Changes Smoothly

54
Q

Benefits of Highly Motivated Employees

A

• Enhanced employee efficiency
• Better utilization of resources
• Continuous devt of employees
• Reduction in employee turnover
• Creation of positive work culture
• Willingness to embrace change
• Improved employee attitude and behavior
• Increased employee engagement

55
Q

show that motivation plays a vital role in any organization or company. The level of motivation can directly affect not only the quality of life, but it can also enhance or weaken the result.

A

Motivation facts

56
Q

McClelland’s acquired needs theory

A

Need for achievement
Need for affiliation
Need for power

Performance Management System (6 decks)

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