WEEK 10: MOTIVATING EMPLOYEES Flashcards

1
Q

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

A

Motivation

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2
Q

describes the finding that subjects being studied change their behavior because they are aware of being observed.

A

Hawthorne Effect

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3
Q

people are mainly motivated by trying to
meet certain needs.

A

Need-based Theories

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4
Q

Examples of need-based theories:

A
  • Maslow’s Hierarchy of Needs
  • ERG Theory
  • Herzberg’s two factor theory
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5
Q

5 Maslow’s Hierarchy of Needs

A

Physiological, Security, Social, Esteem, Self-Actualization

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6
Q

he developed Maslow’s hierarchy of needs into a theory of his own.

A

Alderfer

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7
Q

three groups of core needs:

A
  1. Existence Needs
  2. Relatedness Needs
  3. Growth Needs
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8
Q

concern our basic material requirements for living.

A

Existence Needs

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9
Q

have to do with the importance of
maintaining interpersonal relationships.

A

Relatedness

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10
Q

describe our intrinsic desire for personal development.

A

Growth Needs

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11
Q

American psychologist Frederick Herzberg set out to determine the effect of
attitude on motivation.

A

Herzberg’s Two Factor Theory

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12
Q

two different set of factors governing job
satisfaction and dissatisfaction:

A
  • Hygiene Factors
  • Motivation Factors
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13
Q

(salary, benefits, etc.) are expected, so they won’t increase motivation when they are present, but they will cause dissatisfaction when they are missing.

A

Hygiene Factors

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14
Q

(challenging work, growth potential) can be a source of additional motivation when they are present.

A

Motivation Factors

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15
Q

To increase satisfaction, management must focus on

A

Motivation Factors

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16
Q

To decrease dissatisfaction, management must focus on

A

Hygiene Factors

17
Q

view motivation as a rational process.

A

Process-based Theories

17
Q

The three best-known process-based theories are:

A
  1. Equity theory
  2. Expectancy theory
  3. Reinforcement theories
18
Q

Proposes that people value fair
treatment, which motivates them to
maintain a similar standard of fairness
with their coworkers and the
organization.

A

Equity Theory

19
Q

are the employee’s contribution to the workplace and can be tangible
and intangible.

A

Inputs

20
Q

are what the employee receives from the employer and can be tangible or intangible.

A

Outputs

21
Q

is motivated by anticipated results and a person will behave in a certain way based
on the expected result of the chosen
behavior.

A

Expectancy Theory

22
Q

says that behavior is driven by its consequences.

A

Reinforcement Theory

23
Q

Rewarding an employee in response to desired
behavior

A

Positive Reinforcement

24
Q

Taking away something the employee doesn’t like in response to desired behavior.

A

Negative Reinforcement

25
Q

Providing an adverse stimulus in response to an undesired behavior.

A

Positive Punishment

26
Q

The removal of or withholding of something that the employee desires in response to an undesired behavior.

A

Negative Punishment

27
Q

Strategies for Motivating Employees:

A
  • Job Characteristics Theory
  • Goal Setting
  • Feedback
28
Q

These job characteristics relate
to and help satisfy important
psychological states of the
employee filling the role

A

Job Characteristics Theory

29
Q

Five Core Job Characteristics include:

A
  1. Skill Variety
  2. Task Identity
  3. Task Significance
  4. Autonomy
  5. Feedback
30
Q

Psychological states that help
employees feel motivated and
satisfied with their work include:

A
  1. Experienced meaningfulness
  2. Experienced responsibility
  3. Knowledge of results
31
Q

Three Types of Goal Setting:

A
  • Choice
  • Effort
  • Persistence
32
Q
A