05 Motivation Flashcards
(124 cards)
1
Q
3 important components of motivation
A
- direction
- intensity
- persistence
2
Q
This refers to the amount of effort a person puts forth
A
intensity
3
Q
This refers to the length of time a person sticks with a given action
A
persistence
4
Q
This refers to an individual’s choice when presented with a number of possible alternatives
A
direction
5
Q
2 categories of motivation theories
A
- content theories
- process theories
6
Q
Content theories focus on (blank) needs
A
individual needs
7
Q
Process theories focus on (blank)
A
cognitive
8
Q
5 theories that fall under content theories
A
- Maslow’s hierarchy of needs
- Alderfer’s ERG theory
- McClelland’s acquired needs theory
- 4-drive theory
- Herzberg’s 2-factor theory
9
Q
2 types of rewards
A
intrinsic and extrinsic rewards
10
Q
These are rewards that do not require the participation of another person or source
A
intrinsic rewards
11
Q
These are rewards that are given by some other person or source
A
extrinsic rewards
12
Q
A theory of motivation concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation
A
self-determination theory (SDT)
13
Q
A version of SDT that holds that allocating extrinsic rewards for behavior that had been previously intrinsically motivating tends to decrease the overall level of motivation
A
cognitive evaluation theory
14
Q
The cognitive evaluation theory holds true if (blank)
A
if the rewards are seen as controlling
15
Q
Intrinsic motivation = (blank) of work
Extrinsic motivation = (blank) of work
A
intrinsic = quality
extrinsic = quantity
16
Q
This states that a high-probability behavior can be used to reinforce a low-probability behavior
A
Premack principle
17
Q
The Premack principle describes the work ethic of this generational group
A
baby boomers
18
Q
These are hardwired characteristics of the brain that correct deficiencies or maintain internal equilibrium by producing emotions to energize individuals
A
drives
19
Q
These are motivational forces of emotions channeled to correct deficiencies
A
needs
20
Q
This theory recognizes that human beings have several hardwired drives
A
Four-Drive Theory
21
Q
The Four-Drive Theory was proposed by (blank) and (blank)
A
Paul Lawrence and Nitin Nohria
22
Q
What are these four hardwired drives?
A
- drive to acquire
- drive to bond
- drive to learn
- drive to defend
23
Q
This is the drive to seek, take control, and retain objects and personal experiences
A
drive to acquire
24
Q
This is the drive to form social relations and develop mutually caring commitments
A
drive to bond
25
This is the drive to satisfy our curiosity, to know and understand ourselves and the environment
drive to learn
26
This is the drive to protect ourselves physically and socially
drive to defend
27
This drive is the foundation of competition
drive to acquire
28
This drive is related to the higher-order needs of growth and self-actualization
drive to learn
29
This drive is probably the first to develop
drive to defend
30
This drive includes relative status and recognition in society
drive to acquire
31
This drive forms social identities by aligning with social groups
drive to bond
32
This drive includes protecting our relationships, acquisitions, and belief system
drive to defend
33
True or False
The four drives are innate but vary per culture
false
the four drives are innate and universal
34
True or False
The manifestation of these drives are interdependent
false
the four drives are independent of each other
35
True or False
The four drives are the ones most salient across cultures; other drives were excluded due to their lack of universality
false
the four drives are the complete set
36
Identify which among the four drives are proactive and reactive
```
proactive = acquire, bond, learn
reactive = defend
```
37
The main advantage of the four-drive theory
based on research
38
The main disadvantage of the four-drive theory
far from complete, there could be other drives
39
2 practical implications of the four-drive theory
- ensure that there are balanced work opportunities to fulfill these drives
- keep the fulfillment of the drives balanced
40
The most well-known theory of motivation
Maslow's hierarchy of needs
41
Physiological, safety, belongingness, and esteem needs are classified as (blank) needs because (blank)
deficiency needs, because they become activated when unfulfilled
42
Self-actualization is a (blank) need because (blank)
growth need, because it continues to develop even when fulfilled
43
3 advantages of Maslow's hierarchy of needs
- more holistic/integrative
- more humanistic
- more positivistic
44
3 disadvantages of Maslow's hierarchy of needs
- lacks empirical support
- people have different hierarchies
- needs change more rapidly than what the theory suggests
- wrongly assumed that needs are universally hierarchical
45
This theory collapses Maslow's 5 needs into 3
ERG theory of motivation
46
The ERG theory of motivation is proposed by (blank)
Clayton Alderfer
47
The 3 needs of the ERG theory of motivation are (blank)
- existence
- relatedness
- growth
48
This ERG theory of motivation need refers to the desire for physiological and material well-being
existence
49
This ERG theory of motivation need refers to the desire for satisfying interpersonal relationships
relatedness
50
This ERG theory of motivation need reefers to the desire for continued personal growth and development
growth
51
This component refers to an already-satisfied lower-level need becoming activated when a higher-level need is not satisfied
frustration-regression component
52
The ERG theory of motivation contends that (blank)
more than one need may be activated at the same time
53
2 main advantages of the ERG theory of motivation
- allowance for regression
| - more flexible
54
The main disadvantage of ERG theory of motivation
minimal supporting evidence
55
This theory differentiated two ways of thinking about the motivation of people
McGregor's Theory X and Y
56
According to McGregor's Theory X and Y, this theory has managers believing that employees inherently dislike work and must be forced to do it
Theory X
57
According to McGregor's Theory X and Y, this theory has managers assuming that employees view work as natural and can learn to accept and even seek responsibilities
Theory Y
58
This theory identifies 2 different factors as primary causes of job satisfaction/dissatisfaction
Herzberg's Two-Factor Theory
59
How did Herzberg come up with his theory?
by asking employees to report times they felt good about their jobs and times they felt bad about them
60
The two factors of Herzberg
hygiene and motivator factors
61
Hygiene factors (blank)
placate workers
62
Job dissatisfaction occurs when (blank) are poor
hygiene factors
63
To enhance job satisfaction, focus on enhancing (blank) factors
motivator factors
64
3 disadvantages of Herzberg's Two-Factor Theory
- questionable methodology
- relied on raters to make interpretations who may be biased
- assumed a relationship between satisfaction and productivity but only studied satisfaction
65
This theory originated from themes identified from the Thematic Apperception Test
McClelland's Acquired Needs Theory
66
3 needs under McClelland's Acquired Needs Theory
- need for achievement
- need for affiliation
- need for power
67
According to McClelland's Acquired Needs Theory, this need assumes that people want to accomplish reasonably challenging goals and desire unambiguous feedback and recognition for their success
need for achievement
68
According to McClelland's Acquired Needs Theory, this need has people seeking approval from others, conforming to their wishes, and avoiding conflict
need for affiliation
69
According to McClelland's Acquired Needs Theory, this need has people wanting to control their environment to benefit themselves or others
need for power
70
The main advantage of McClelland's Acquired Needs Theory
research supports his theory that needs can be learned
71
This theory refers to managers needing to make employees feel good about themselves for them to be motivated to perform better in work
Korman's Consistency Theory
72
Korman's Consistency Theory is concerned about employees' (blank)
self-esteem
73
3 outcomes of employees with high self-esteem
- more motivated
- better performance
- higher performance self-rating
74
Self-esteem is the extent to which people view themselves as (blank)
valuable and worthy
75
3 types of self-esteem
- chronic
- situational
- socially influenced
76
Chronic self-esteem refers to how people view themselves as (blank)
as a whole
77
Situational self-esteem refers to how people view themselves in (blank)
a particular situation
78
Socially influenced self-esteem refers to how people view themselves based on (blank)
the expectations of others
79
[Korman's Consistency Theory]
This refers to people behaving in ways consistent with their self-image
self-fulfilling prophecy
80
[Korman's Consistency Theory]
This refers to self-expectations resulting in higher levels of performance
galatea effect
81
[Korman's Consistency Theory]
This refers to training supervisors to communicate a feeling of confidence in an employee
supervisor behavior
82
[Korman's Consistency Theory]
This refers to when people believe that something is true, they act in a manner consistent with that belief
Pygmalion effect
83
[Korman's Consistency Theory]
This refers to negative expectations of individuals causing a dip in performance
golem effect
84
This theory believes that managers should always try to intervene actively in work situations to meet employees' expectations of success
expectancy theory of motivation
85
This theory posits that motivation is a result of a rational calculation
Vroom's Expectancy Theory
86
Vroom's Expectancy Theory states that these 3 factors influence motivation
- expectancy
- instrumentality
- valence
87
[Vroom's Expectancy Theory]
This is the probability assigned by a person that work effort will be followed by a given level of achieved task performance
expectancy
88
[Vroom's Expectancy Theory]
This is the probability assigned to a given level of achieved task performance that will lead to various work outcomes
instrumentality
89
[Vroom's Expectancy Theory]
This refers to the value attached by an individual to various work outcomes
valence
90
The process of Vroom's Expectancy Theory
indiv effort > indiv performance > org rewards > personal goals
91
[Vroom's Expectancy Theory]
The probability perceived by the individual that exerting a given amount of effort will lead to a desired performance
effort-performance relationship
92
[Vroom's Expectancy Theory]
The degree to which the individual believes performing at a particular level will lead to the attainment of a desired outcome
performance-reward relationship
93
[Vroom's Expectancy Theory]
The degree to which organizational rewards satisfy an individual's personal goals or needs and the attractiveness of those potential rewards for the individual
rewards-personal goals relationship
94
Advantage of Vroom's Expectancy Theory
empirically supported
95
Disadvantage of Vroom's Expectancy Theory
decision making is not necessarily rational
96
This theory states that managers should be able to channel the energies of their people towards the attainment of well-stretched goals
goal-setting theory of motivation
97
The goal-setting theory states that (blank) lead to higher performance
specific and difficult goals with feedback
98
The goal-setting theory of motivation was proposed by (blank)
Locke and Latha,
99
Goal-setting potentially improves employees in these two ways
- amplify intensity and persistence of effort
| - give employees clearer role perceptions
100
For goal-setting to be effective, goals must have these 3 characteristics
- specific
- difficult
- feedback
101
[Goal-setting theory of motivation]
This is a program encompassing specific goals, participatively set, for an explicit time period with feedback on goal progress
management by objectives (MBO)
102
[Goal-setting theory of motivation]
This is a goal-setting reward system that translates an org's vision and mission into specific, measurable performance goals
balanced scorecard (BSC)
103
[Goal-setting theory of motivation]
This is a positive organizational behavior approach to coaching and feedback that focuses on building and leveraging employees' strengths
strength-based coaching
104
2 close competitors of money
food and sex
105
This theory states that managers should be able to ensure the fair distribution of resources
equity theory of motivation
106
This principle states that everyone in the group should receive the same outcomes
equality principle
107
This principle states that those with the greatest need should receive more than others
need principle
108
This principle states that outcomes should be distributed in proportion to their contribution
equity principle
109
This exists when people feel they have received relatively more than others have in proportion to work inputs
felt positive inequity
110
This exists when people feel they have received relatively less than others have in proportion to work inputs
felt negative inequity
111
This refers to an individual's outcome/input and preferences and reaction to various outcome/input ratios
equity sensitivity
112
This refers to people who are tolerant of situations where they are under-rewarded
benevolents
113
This refers to people who want their outcome/input ratio to be equal to that of the comparison other
equity sensitives
114
This refers to people who feel more comfortable in situations where they receive proportionately more than others for performing the same work
entitleds
115
Advantage of the equity theory of motivation
widely studied and successful in predicting situations involving feelings of workplace injustice
116
2 main disadvantages of the equity theory of motivation
- difficult to put into practice
| - only accounts some of our feelings of justice
117
An overall perception of what is fair in the workplace
organizational justice
118
3 types of organizational justice
- distributive
- procedural
- interactional
119
This type of org justice is the perceived fairness of the amount and allocation of rewards
distributive justice
120
This type of org justice is the perceived fairness of the processes used to determine the distribution of rewards
procedural justice
121
This type of org justice reflects the degree to which people are treated in executing procedures or determining outcomes
interactional justice
122
2 types of interactional justice
- informational justice
| - interpersonal justice
123
Informational justice refers to the degree to which employees are provided with (blank)
truthful explanations for decisions
124
Interpersonal justice refers to the degree to which employees are (blank)
trated with dignity and respect
