5.16: Motivating Employees

Question 1

The process by which a person’s efforts are energized, directed, and sustained toward attaining a goal

Answer 1

motivation

Question 2

Maslow’s theory that human needs–physiological, safety social, esteem, and self-actualization–form a sort of hierarchy

Answer 2

hierarchy of needs theory

Question 3

A person’s needs for food, drink, shelter, sexual satisfaction, and other physical needs

Answer 3

physiological needs

Question 4

A person’s needs for security and protection from physical and emotional harm

Answer 4

safety needs

Question 5

A person’s needs for affection, belongingness, acceptance, and friendship

Answer 5

social needs

Question 6

A person’s needs for internal factors such as self-respect, autonomy, and achievement, and external factors such as status, recognition, and attention

Answer 6

esteem needs

Question 7

A person’s need to become what he or she is capable of becoming

Answer 7

self-actualization needs

Question 8

The assumption that employees dislike work, are lazy avoid responsibility and must be coerd to perform

Answer 8

Theory X

Question 9

The assumption that employees are creative, enjoy work, seek responsibility, and can exercise self-direction

Answer 9

Theory Y

Question 10

The motivation theory that intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are associated with job dissatisfaction

Answer 10

two-factor theory (motivation-hygiene theory)

Question 11

Factors that eliminate job dissatisfaction, but don’t motivate

Answer 11

hygiene factors

Question 12

Factors that increase job satisfaction and motivation

Answer 12

motivators

Question 13

The motivation theory that says three acquired (not innate) needs–achievement, power, and affiliation–are major motives in work

Answer 13

three-needs theory

Question 14

The drive to succeed and excel in relation to a set of standards

Answer 14

need for achievement (nAch)

Question 15

The need to make others behave in a way that they would not have behaved otherwise

Answer 15

need for power (nPow)

Question 16

The desire for friendly and close interpersonal relationships

Answer 16

need for affiliation (nAff)

Question 17

The proposition that specific goals increase performance and that difficult goals, when accepted, result in higher performance than do easy goals

Answer 17

goal-setting theory

Question 18

An individual’s belief that he or she is capable of performing a task

Answer 18

self-efficay

Question 19

The theory that behavior is a function of its consequences

Answer 19

reinforcement theory

Question 20

Consequences immediately following a behavior, which increase the probability that the behavior will be repeated

Answer 20

reinforcers

Question 21

The way tasks are combined to form complete jobs

Answer 21

job design

Question 22

The number of different tasks required in a job and the frequency with which those tasks are repeated

Answer 22

job scope

Question 23

The horizontal expansion of a job by increasing job scope

Answer 23

job enlargement

Question 24

The vertical expansion of a job by adding planning and evaluating responsibilities

Answer 24

job enrichment

Question 25

The degree of control employees have over their work

Answer 25

job depth

Question 26

A framework for analyzing and designing jobs that identifies five primary core job dimensions, their interrelationships, and their impact on outcomes

Answer 26

job characteristics mode (JCM)

Question 27

The degree to which a job requires a variety of activities so that an employee can use a number of different skills and talents

Answer 27

skill variety

Question 28

The degree to which a job requires completion of a whole and identifiable piece of work

Answer 28

task identity

Question 29

The degree to which a job has a substantial impact on the lives or work of other people

Answer 29

task significance

Question 30

The degree to which a job provides substantial freedom, independence, and discretion to the individual in scheduling work and determining the procedures to be used in carrying it out

Answer 30

autonomy

Question 31

The degree to which carrying out work activities required by a job results in the individual’s obtaining direct an clear information about his or her performance effectiveness

Answer 31

feedback

Question 32

An approach to job design that focuses on how people’s tasks and jobs are increasingly based on social relationships

Answer 32

relational perspective of work design

Question 33

An approach to job design in which employee take the initiative to change how their work is performed

Answer 33

proactive perspective of work design

Question 34

Work practices designed to elicit greater input or involvement from workers

Answer 34

high-involvement work practices

Question 35

The theory that an employee compares his or her job’s input-outcomes ratio with that of relevant others and then corrects any inequity

Answer 35

equity theory

Question 36

The persons, systems, or selves against which individuals compare themselves to assess equity

Answer 36

referents

Question 37

Perceived fairness of the amount and allocation of rewards among individuals

Answer 37

distributive justice

Question 38

Perceived fairness of the process used to determine the distribution of rewards

Answer 38

procedural justice

Question 39

The theory that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of the outcome to the individual

Answer 39

expectancy theory

Question 40

A motivational approach in which an organization’s financial statement (the “books”) are shared with all employees

Answer 40

open-book management

Question 41

Personal attention and expressing interest, approval, and appreciation for a job well done

Answer 41

employee recognition programs

Question 42

Variable compensation plans that pay employees on the basis of some performance measure

Answer 42

pay-for-performance programs