chapter 10

Question 1

The Traditional Motivation Approach

Answer 1

money is more important then unpleasant work.

Question 2

The Human Relations Motivation Approach

Answer 2

employees want to feel useful and important, prioritizing social needs over money

Question 3

The Human Resource motivation Approach

Answer 3

contributions themselves are valuable to both individuals and organizations.

Question 4

content perspectives

Answer 4

Approach to motivation that tries to answer the question, What factor(s) motivate people?

Question 5

Maslow’s hierarchy of needs (bottom up)

Answer 5

physiological, security, belongingness, self-esteem, and self-actualization

Question 6

self-actualization needs

Answer 6

realizing one’s potential for continued growth and individual development

Question 7

ERG theory of motivation

Answer 7

needs are grouped into three possibly overlapping categories—existence, relatedness, and growth

Question 8

Existence needs

Answer 8

correspond to physiological and security needs.

Question 9

Relatedness needs

Answer 9

focus on how people relate to their social environment.

Question 10

Growth needs

Answer 10

include the needs for self-esteem and self-actualization.

Question 11

two-factor theory of motivation

Answer 11

people’s satisfaction and dissatisfaction are influenced by two independent sets of factors—motivation factors and hygiene factors

Question 12

the three individual needs

Answer 12

achievement, affiliation, and power.

Question 13

need for achievement

Answer 13

the desire to accomplish a goal/task more effectively than in the past

Question 14

need for affiliation

Answer 14

The desire for human companionship and acceptance

Question 15

need for power

Answer 15

The desire to be influential in a group and to control one’s environment

Question 16

Expectancy theory

Answer 16

Suggests that motivation depends how much we want something and how likely we think we are to get it

Question 17

effort-to-performance expectancy

Answer 17

the individual’s perception of the probability that effort will lead to high performance

Question 18

performance-to-outcome expectancy

Answer 18

The individual’s perception that performance will lead to a specific outcome

Question 19

valence

Answer 19

An index of how much a person wants a particular outcome; the attractiveness of the outcome to the individual

Question 20

The Porter-Lawler extension of expectancy theory

Answer 20

if performance results in equitable rewards, people will be more satisfied.

Question 21

Equity theory

Answer 21

people view their outcomes and inputs as a ratio and then compare it to someone else’s ratio.

Question 22

Goal difficulty

Answer 22

the extent to which a goal is challenging and requires effort.

Question 23

Goal specificity

Answer 23

the clarity and precision of the goal.

Question 24

Goal acceptance

Answer 24

the extent to which a person accepts a goal as his or her own.

Question 25

Goal commitment

Answer 25

the extent to which she or he is personally interested in reaching the goal.

Question 26

Positive reinforcement

Answer 26

A method of strengthening good behavior with rewards

Question 27

avoidance

Answer 27

avoid doing things that would get you in trouble

Question 28

Punishment

Answer 28

Used to weaken bad behaviors by using negative outcomes

Question 29

Extinction

Answer 29

Used to weaken undesired behaviors by simply ignoring or not reinforcing them

Question 30

fixed-interval schedule

Answer 30

Provides reinforcement at fixed intervals of time, such as regular weekly paychecks

Question 31

variable-interval schedule

Answer 31

Provides reinforcement at varying intervals of time, such as occasional visits by the supervisor

Question 32

fixed-ratio schedule

Answer 32

Provides reinforcement after a fixed number of behaviors regardless of the time interval involved, such as a bonus for every fifth sale

Question 33

variable-ratio schedule

Answer 33

Provides reinforcement after varying numbers of behaviors are performed, such as the use of compliments by a supervisor on an irregular basis

Question 34

Empowerment

Answer 34

enabling workers to set their own work goals, decisions, and solve problems within their sphere of responsibility and authority

Question 35

Participation

Answer 35

The process of giving employees a voice in making decisions about their own work

Question 36

work teams

Answer 36

collections of employees empowered to plan, organize, direct, and control their own work.

Question 37

compressed work schedule

Answer 37

Working a full 40-hour week in fewer than the traditional five days

Question 38

(flextime) flexible work schedule

Answer 38

employees have some control over the hours they choose to work

Question 39

job sharing

Answer 39

When two part-time employees share one full-time job

Question 40

telecommuting

Answer 40

Allowing employees to spend part of their time working offsite, usually at home

Question 41

Merit pay

Answer 41

Pay awarded to employees based on performance and overall contributions to the organization.

Question 42

Merit pay plan

Answer 42

Compensation plan that formally bases at least some meaningful portion of compensation on merit

Question 43

piece-rate incentive plan

Answer 43

Reward system wherein the organization pays an employee a certain amount of money for every unit she or he produces

Question 44

Individual incentive plans

Answer 44

reward individual performance immediately instead of waiting until the end of the year to adjust base salaries.

Question 45

Scanlon plan

Answer 45

Similar to gainsharing, but the distribution of gains is tilted much more heavily toward employees

Question 46

stock option plan

Answer 46

give senior managers the option to buy company stock in the future at a predetermined fixed price