Chapter 13

Question 1

People perceived unrewarded

Answer 1

Reduced inputs
Increasing outcomes
Rationalizing or sabotage inputs or outcomes 
Changing the referent 
Leaving

Question 2

Motivating with Equity

Answer 2

Reduce employee’s inputs
Start by looking for and correcting major inequalities
Fair distributive justice
Procedural justice

Question 3

Distributive Justice

Answer 3

The perceived degree to which outcomes and rewards are fairly distributed or allocated

Question 4

Procedural justice

Answer 4

The perceived fairness of the procedures used to make reward allocation decisions

Question 5

Expectancy theory

Answer 5

The theory that people will be motivated to the extent to which they believe that
-their efforts will lead to good performance
-good performance will be rewarded
Motivation =Valence x Expectancy x Intstrumentality

Question 6

Valence

Answer 6

The attractiveness of desirability of a reward or outcome

Question 7

Expectancy

Answer 7

The perceived relationship between effort and performance

Question 8

Instrumentality

Answer 8

The perceived relationship between performance and rewards

Question 9

Valence and instrumentality

Answer 9

Combine to affect employees willingness to put forth effort , while expectancy transforms intended effort into actual effort

Question 10

Motivating

Answer 10

Systematically gathering information to find out what employees want from their jobs

Taking steps to link rewards to individual performance in clear and understandable manner

Empowering employees to make decisions

Question 11

Reinforcement theory

Answer 11

The theory that

• behavior is a function of its consequences
• behaviors followed by positive consequences will occur more frequently
• behaviors followed by negative consequences or not followed by positive consequences, will occur less frequently

Question 12

Reinforcement

Answer 12

The process of changing behavior by changing the consequences that follow behavior

Question 13

Reinforcement contingencies:

Answer 13

cause and effect relationships between the performance of specific behaviors and specific consequences

Question 14

Schedule of reinforcement

Answer 14

Rules that specify which behaviors will be reinforced, which consequences will follow those behaviors, and the schedule by which those consequences will be delivered

Question 15

Positive reinforcement

Answer 15

Reinforcement that strengthens behavior by following behaviors with desirable consequences

Question 16

Negative reinforcement:

Answer 16

Reinforcement that streghtens behavior by withholding an unpleasant consequences when employees perform a specific behavior; also called avoidance learning
Punishment follows behaviors with undesirable consequences in order to weaken or extinguish behavior

Question 17

Extinction

Answer 17

Reinforcement in which a positive consequences is no longer allowed to follow a previously reinforced behavior, thus weakening the behavior

Question 18

Continuous reinforcement schedule:

Answer 18

A schedule that requires a consequence to be administered following every instance of a behavior

Question 19

Intermittent reinforcement schedule

Answer 19

A schedule in which consequences are delivered after a specified or average time has elapsed or after a specified or average number of behaviors has occurred
Research shows the effectiveness of continuous reinforcement, fixed ratio, and variable ratio schedules differs very little
Interval-based systems usually produce weak results

Question 20

Goal

Answer 20

A target, objective, or result that someone tries to accomplish

Question 21

Goal-Setting theory

Answer 21

The theory that people will be motivated to the extent to which they

• accept specific, challenging goals
• receive feedback that indicates their progress toward goal achievement

Question 22

Goal specificity

Answer 22

The extent to which goals are detailed, exact, and unambiguous

Question 23

Goal difficulty

Answer 23

The extent to which a goal is hard or challenging to accomplish

Question 24

Goal acceptance

Answer 24

The extent to which people consciously understand and agree to goals

Question 25

Performance feedback

Answer 25

Information about the quality or quantity of past performance that indicates whether progress is being made toward the accomplishment of a goal

Question 26

Motivating goal-setting

Answer 26

Assign specific challenges Make sure workers truly accept organizational goals -goals work because they focus attention, energize behavior, and influence, persistence, that is, sustaining efforts to achieve a goal -provide frequent, specific, performance-related feedback

Question 27

Motivating integrated model

Answer 27

Efforts to motivate differs for each employee | Managers should check their review card for a useful , theory based starting point, if their employees are not motivated

Question 28

Direction of effort

Answer 28

Concerned with the choices that people make in deciding where to put forth effort in their jobs

Question 29

Initiation of effort

Answer 29

Is concerned with the choices that people make about how much effort to put in their jobs

Question 30

Persistence of effort

Answer 30

Is concerned with the choices that people make about how long they will put forth effort in their jobs before reducing or eliminating those efforts

Question 31

Physiological Maslow

Answer 31

Good and water

Question 32

Safety

Answer 32

Physical and economic

Question 33

Belongingness

Answer 33

Friendship, love, and social interaction

Question 34

Esteem

Answer 34

Achievement and recognition

Question 35

Self-actualization

Answer 35

Realizing your full potential

Question 36

Erg theory collapses Maslow five needs into 3 | Existence

Answer 36

Safety and physiological needs

Question 37

Relatedness

Answer 37

Belongingness

Question 38

Growth

Answer 38

Esteem and self actualization

Question 39

McClellands acquired needs theory suggests people are motivated by

Answer 39

Affiliation to be liked and accepted the need for achievement to accomplish challenging goals or the need for power to influence others

Question 40

2 basic kinds of needs

Answer 40

Lower order needs concerned with relationships(belongingness,relatedness, And affiliation) Challenges and accomplishments(esteem,self-actualization,growth, and achievement) and influence(power)

Question 41

Motivating basics

Answer 41

Start by asking people what their needs are, stay interviews -Next satisfying lower needs first by providing equivalent,training, and knowledge to create a safe workplace free of physical risks paying enough for financial security and offering benefits packages that protect families through good medical coverage and health and disability insurance -expect people’s needs to change -as needs change and lower-order needs are satisfied,create opportunities for employees to satisfy higher-order needs such as creating opportunities for employees to experience intrinsic rewards by providing challenging work, encouraging employees to take greater responsibility for their work, and giving employees the freedom to pursue tasks and projects they find naturally interesting -

Question 42

Motivationxabilityxsituational constraints

Answer 42

- job performance how well performed - motivation the effort put into a job - ability knowledge skills and talent for job - situational constraints factors beyond an employees control that affect job performance

Question 43

Inputs

Answer 43

Are contributions employees make to the organization

Question 44

Outcomes

Answer 44

Are what employees receive in exchange for their contributions to the organization

Question 45

Referents

Answer 45

Other people with whom people compare themselves to determine if they have been treated fairly.

Question 46

Outcome/income (0/I) ratio the comparison of outcomes with inputs

Answer 46

the comparison of outcomes with inputs

Question 47

Under reward

Answer 47

Occurs when a referents 0/1 ratio is better than your 0/1 ratio