Ch 9

Question 1

motivation

Answer 1

The psychological forces that determine the direction of a person’s behavior in an organization, a person’s level of effort, and a person’s level of
persistence

Question 2

Direction

Answer 2

possible behaviors the individual could engage in

Question 3

Effort

Answer 3

how hard the individual will work

Question 4

Persistence

Answer 4

whether the individual will keep trying or give up

Question 5

three elements of motivation

Answer 5

direction, effort, persistance

Question 6

Intrinsically Motivated Behavior

Answer 6

Behavior that is performed for its own sake

Question 7

Extrinsically Motivated Behavior

Answer 7

Behavior that is performed to acquire material or social rewards or to avoid punishment

Question 8

Prosocially motivated behavior

Answer 8

behavior performed to benefit or help others

Question 9

Outcome

Answer 9

Anything a person gets from a job or an organization

ex. pay, job security, autonomy, accomplishment

Question 10

Input

Answer 10

Anything a person contributes to his or her job or organization
(Ex. time, effort, skills, knowledge, work behaviors)

Question 11

Expectancy theory

Answer 11

The theory that motivation will be high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes.

Question 12

Expectancy

Answer 12

the belief that effort (input) will result in a certain level of performance

Question 13

Instrumentality

Answer 13

the belief that performance results in the attainment of outcomes

Question 14

Valence

Answer 14

how desirable each of the available outcomes from the job is to a person

Question 15

Need Theories

Answer 15

Theories of motivation that focus on what needs people are trying to satisfy at work and what outcomes will satisfy those needs

Question 16

Maslow’s hierarchy of needs

Answer 16

arrangement of five basic needs that, according to Maslow, motivate behavior.
Maslow proposed that the lowest level of unmet needs is the prime motivator and that only one level of
needs is motivational at a time.

Question 17

Herzberg’s Motivation-Hygiene Theory

Answer 17

A need theory that distinguishes between motivator needs (related to the nature of the work itself) and hygiene needs (related to the physical and psychological context in which the work is performed).

Question 18

Motivator needs

Answer 18

relate to the nature of the work itself and how challenging it is

Question 19

hygiene needs

Answer 19

are related to the physical and psychological context in which the work is performed

Question 20

Need for Achievement

Answer 20

A strong desire to perform challenging tasks well and meet personal standards for excellence

Question 21

Need for Affiliation

Answer 21

Extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around him get along with each other

Question 22

Need for Power

Answer 22

Extent to which an individual desires to control or influence others

Question 23

Equity Theory

Answer 23

A theory of motivation that focuses on people’s perceptions of the fairness of their work outcomes relative to their work inputs.

Question 24

Equity

Answer 24

Justice, impartiality, and fairness to which all organizational members are entitled

Question 25

Inequity

Answer 25

Lack of fairness

Question 26

Underpayment inequity

Answer 26

exists when a person perceives that his own outcome–input ratio is less than the ratio of a referent.

Question 27

Overpayment inequity

Answer 27

exists when a person perceives that his own outcome–input ratio is greater than the ratio of a referent.

Question 28

Goal Setting Theory

Answer 28

Focuses on identifying the types of goals that are effective in producing high levels of motivation and performance and explaining why goals have these effects

Question 29

Learning Theories

Answer 29

Theories that focus on increasing employee motivation and performance by linking the outcomes that employees receive to the performance of desired behaviors and the attainment of goals

Question 30

Learning

Answer 30

A relatively permanent change in person’s knowledge or behavior that results from practice or experience

Question 31

Operant Conditioning

Answer 31

People learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead to undesired consequences.

Question 32

Positive Reinforcement

Answer 32

Giving people outcomes they desire when they perform organizationally functional behaviors

Question 33

Negative Reinforcement

Answer 33

Eliminating undesired outcomes when people perform organizationally functional behaviors

Question 34

Extinction

Answer 34

Curtailing the performance of a dysfunctional behavior by eliminating whatever is reinforcing them

Question 35

Punishment

Answer 35

Administering an undesired or negative consequence when dysfunctional behavior occurs

Question 36

Social Learning Theory

Answer 36

A theory that takes into account how learning and motivation are influenced by people’s thoughts and beliefs and their observations of other people’s behavior

Question 37

Vicarious Learning

Answer 37

Learning that occurs when a learner is motivated to perform a behavior by watching another person perform and be reinforced for doing so. Also called Observational Learning

Question 38

Self-Reinforcement

Answer 38

Any desired or attractive outcome or award that a person can give himself or herself for good performance

Question 39

Self-efficacy

Answer 39

A person’s belief about his or her ability to perform a behavior

Question 40

Expectancy

Answer 40

Instrumentality, the association between performance and outcomes, must be high for motivation to be high

Question 41

Need Theory

Answer 41

pay is used to satisfy many needs

Question 42

Equity Theory

Answer 42

pay is given in relation to inputs

Question 43

Goal Setting Theory

Answer 43

pay is linked to attainment of goals.

Question 44

Learning Theory

Answer 44

outcomes (pay), is distributed upon performance of functional behaviors

Question 45

Merit Pay Plan

Answer 45

A compensation plan that bases pay on performance

Question 46

Employee Stock Option

Answer 46

A financial instrument that entitles the bearer to buy shares of an organization’s stock at a certain price during a certain period of time or under certain conditions.

Question 47

Piece-rate Pay

Answer 47

Employee’s pay is based on the number of units that the employee produces

Question 48

Commission Pay

Answer 48

Employee’s pay is based on a percentage of sales that the employee makes

Question 49

Scanlon plan

Answer 49

focuses on reduced expenses or cutting costs

Question 50

Profit sharing

Answer 50

employees receive a share of an organization’s profits