Chapter 12

Question 1

Motivation

Answer 1

The process that arouses goal directed behavior which is the result of personal and contextual factors

Question 2

The personal factors related to motivation are:

Answer 2

Personality, Ability, core self-evaluations and contextual factors can relate to organizational culture , group norms.

Question 3

How is the motivation model expressed?

Answer 3

Unfulfilled needs, motivation, behaviors, rewards and feedback

Question 4

What are the two types of rewards?

Answer 4

Intrinsic and Extrinisic

Question 5

Extrinsic Rewards?

Answer 5

The satisfaction in the payoff of the work.

Question 6

Intrinsic Rewards

Answer 6

The satisfaction in performing the task itself, like the feeling of accomplishment.

Question 7

What are process perspectives?

Answer 7

Thought processes by which people decide how to act, or how employees choose behavior to meet their needs

Question 8

What are the three types of process perspectives?

Answer 8

Equity theory, expectancy theory and the goal-setting theory.

Question 9

Equity Theory

Answer 9

Focuses on employee perceptions, as to how fairly they think are being treated compared with others.

-Introduced by J. Stacey Abrams

Question 10

Why are employee perceptions important?

Answer 10

It helps employee participation and introduces an appeal process

Question 11

Expectancy Theory

Answer 11

Introduced by Victor Vroom

-Suggest that people are motivated by how much they want something and how likely they are to get it

Question 12

3 elements to determine how willing an employee is to work hard

Answer 12

Expectancy, Instrumentality and Valence

Question 13

Effort to performance expectancy?

Answer 13

The belief that a specific level of effort will show in performance

Question 14

Instrumentality-Performance to reward expectancy

Answer 14

The expectation that successful performance of the task will lead to the outcome.

Question 15

Goal- Setting Expectancy

Answer 15

Suggest that employees can be motivated by goals that are specific but achievable.

Question 16

Goals should be ?

Answer 16

SMART

Question 17

Job Design?

Answer 17

The division of an organizations’ work among its employees and the application of motivation theories to jobs to increase satisfaction and performance.

Question 18

What are the two different approaches to job design?

Answer 18

Fitting people to jobs and fitting jobs to people

Question 19

Fitting people to jobs

Answer 19

the assumption that people will gradually adapt to work situations, a solution is job simplifaction

Question 20

Fitting jobs to people

Answer 20

Based on the assumption that people are underutilized at work and want more variety, which is where job enrichment comes in .

Question 21

What is Horizontal loading?

Answer 21

The job enlargement techniques of giving employees additional tasks of similar difficulty.

Question 22

Vertical loading?

Answer 22

job enrichment where employees are given more responsibility.

Question 23

Who designed the job characteristics model

Answer 23

Developed by J. Richard Hackman and Greg Oldham which consists of 5 core job characteristics that affect three critical psychological states of an employee that in turn affect work outcomes, the employee’s motivation, performance and satisfaction.

Question 24

What are the 5 core characteristics?

Answer 24

skill variety, task identity, task significance, autonomy and feedback

Question 25

Skill Variety

Answer 25

describes the extent to which a job requires a person to use a wide range of different skills and abilities

Question 26

Task Identity

Answer 26

Describes the extent to which a job requires a worker to perform all the tasks needed to complete the job from beginning to end

Question 27

Task Significance

Answer 27

describes the extent to which a job affects the lives of other people, whether inside or outside the org

Question 28

Autonomy

Answer 28

describes the extent to which a job allows an employee to make choices about scheduling different tasks and deciding how to perform them.

Question 29

Job Design

Answer 29

works when employees are motivated, with context satisfactions, necessary knowledge and skill and the desire for personal growth

Question 30

What is Merit pay or Pay for Performance?

Answer 30

Based off of people's results of performance

Question 31

Piece Rate

Answer 31

works when employees are motivated, with context satisfactions, necessary knowledge and skill and the desire for personal growth

Question 32

Sales Commission

Answer 32

where representatives are paid a percentage of the earnings the company made from their sales, so the more they sell the more they are paid

Question 33

Bonuses

Answer 33

cash awards given to employees who achieve specific performance objectives

Question 34

Profit Sharing?

Answer 34

the distribution to employees of a percentage of the company’s profits

Question 35

Gainsharing

Answer 35

the distribution of savings or gains to groups of employees who reduced costs and increase measurable productivity

Question 36

Stock Options

Answer 36

is where certain employees are given the right to buy stock at a future date for a discounted price

Question 37

Pay for Knowledge

Answer 37

ties employees ties employee pay to the number of job-relevant skills or academic degrees they earn.

Question 38

Employees with Autonomous behavior

Answer 38

solve problems and take the initiative are apt to be the very ones who will leave if they found their own goods aren’t being met. Like the need for work-life balance, the need to expand skills and the need to matter

Question 39

Thoughtfulness

Answer 39

something that is taken for granted these days, employers spend too little time showing workers they matter as manifested in lack of communication and lack of interest in new ideas and contributions. A majority of employees feel underappreciated

Question 40

Work-Life Benefits

Answer 40

programs used by employers to increase productivity and commitment by removing certain barriers that make it hard for people to strike a balance between their work and personal lives

Question 41

Why are office surroundings important?

Answer 41

. The cubicle is stifling creativity and open spaces and neutral colors is leading to employees’ complaints that they are too noisy and too bland, there is no such thing as something that works for everyone but something that can cater to everyone.