Chapter 5

Question 1

motivation

Answer 1

the forces within a person that
affect the direction, intensity,
and persistence of effort for
voluntary behavior

Question 2

drives

Answer 2

hardwired characteristics of the
brain that correct deficiencies or
maintain an internal equilibrium
by producing emotions to
energize individuals

Question 3

needs

Answer 3

goal-directed forces that
people experience

Question 4

four-drive theory

Answer 4

a motivation theory based on
the innate drives to acquire,
bond, comprehend, and
defend that incorporates both
emotions and rationality

Question 5

Maslow’s needs hierarchy
theory

Answer 5

a motivation theory of needs
arranged in a hierarchy,
whereby people are motivated
to fulfill a higher need as a
lower one becomes gratified

Question 6

intrinsic motivation

Answer 6

occurs when people fulfill their
needs for competence and
autonomy by engaging in the
activity itself, rather than from
an externally controlled
outcome of that activity

Question 7

extrinsic motivation

Answer 7

occurs when people are
motivated to engage in an
activity for instrumental
reasons, that is, to receive
something that is beyond their
personal contro

Question 8

need for achievement (nAch)

Answer 8

a learned need in which
people want to accomplish
reasonably challenging goals
and desire unambiguous
feedback and recognition for
their success.

Question 9

need for affiliation (nAff)

Answer 9

a learned need in which
people seek approval from
others, conform to their wishes
and expectations, and avoid
conflict and confrontation

Question 10

need for power (nPow)

Answer 10

a learned need in which
people want to control their
environment, including people
and material resources, to
benefit either themselves
(personalized power) or others
(socialized power)

Question 11

expectancy theory

Answer 11

a motivation theory based on
the idea that work effort is
directed toward behaviors that
people believe will lead to
desired outcomes

Question 12

organizational behavior
modification (OB Mod)

Answer 12

a theory that explains
employee behavior in terms of
the antecedent conditions and
consequences of that behavior

Question 13

social cognitive theory

Answer 13

a theory that explains how
learning and motivation occur
by observing and modeling
others as well as by anticipating
the consequences of our
behavior

Question 14

self-reinforcement

Answer 14

reinforcement that occurs when
an employee has control over a
reinforcer but doesn’t “take” it
until completing a self-set goal

Question 15

goal

Answer 15

a cognitive representation of a
desired end state that a
person is committed to attain

Question 16

strengths-based coaching

Answer 16

an approach to coaching and
feedback that focuses on
building and leveraging the
employee’s strengths rather
than trying to correct their
weaknesses

Question 17

distributive justice

Answer 17

an ethical principle stating that
appropriate decision criteria
should be applied to calculate
how various benefits and
burdens are distributed

Question 18

procedural justice

Answer 18

the perception that
appropriate procedural rules
were applied throughout the
decision process

Question 19

interactional justice

Answer 19

the perception that
appropriate rules were applied
in the way the people involved
were treated throughout the
decision process

Question 20

equity theory

Answer 20

a theory explaining how
people develop perceptions of
fairness in the distribution and
exchange of resources

Question 21

Which two drives did not fit within the hierarchy of Maslow

Answer 21

• need to know
• need for beauty

Question 22

Maslow’s need hierarchy has been dismissed because of

Answer 22

• Not a order adequately to the hierarchy
• need fulfillment seem to last for a briefer period
• people have different need hierarchies

Question 23

The 4 drives of the four-drive theory

Answer 23

1. Drive to aquire
   to seek out, take, control, retain
2. Drive to bond
   motivates people to cooperate
3. Drive to comprehend
   People are inherently curious and need to make sense of their environment and themselves
4. Drive to defend
   To protect ourselfs physically, psychologically and socially

Question 24

E-to-P expectancy

Answer 24

This is the individual’s perception that their effort will result in a
specific level of performance. In some situations, employees may believe that they can unquestionably accomplish the task (a probability of 1.0). In other situations, they expect that even their highest level of effort will not result in the desired performance level (a probability of 0.0). In most cases, the E-to-P expectancy falls
somewhere between these two extremes.

Question 25

P-to-O expectancy

Answer 25

This is the perceived probability that a specific behavior or performance level will lead to a specific outcome. In extreme cases, employees may believe that accomplishing a particular task (performance) will definitely result in a particular outcome (a probability of 1.0), or they may believe that successful performance will have no effect on this outcome occurring (a probability of 0.0). More often, the P-to-O expectancy falls somewhere between these two extremes.

Question 26

Outcome valences

Answer 26

A valence is the anticipated satisfaction or dissatisfaction that an individual feels toward an outcome. It ranges from negative to positive. Outcomes have a positive valence when they are consistent with our values and satisfy our needs; they have a negative valence when they oppose our values and inhibit need fulfillment

Question 27

ABC's of OB Mod

Answer 27

Antecedents -> behavior -> consequences Antecedents are events preceding the behavior, informing employees that a particular action will produce specific consequences. It does not cause behavior; it is a cue. Consequences are events following a particular behavior that influence its future occurence

Question 28

Does everyone has the same drives?

Answer 28

Yes. They are hardwired in us through evolution. However, people develop different intensities of needs in a particular situation.

Question 29

Does a hierarchy of drives exist?

Answer 29

No

Question 30

The two recommendations by the Four-Drive Theory

Answer 30

- the best workplace helps fulfill all four drives - The fulfillment of the four drives must be kept in balance

Question 31

two contrasting hypotheses about how extrinsic and intrinsic motivation work together.

Answer 31

1. That someone performing an intrinsically motivating job becomes even more motivated by also receiving an extrinsic source of motivation for that work. 2. The opposing hypothesis states that introducing extrinsic sources of motivation will reduce the amount of intrinsic motivation. (Because of a diminishing feeling of autonomy for the employee. Which is a key for intrinsic motivation)

Question 32

Money is a weak/strong motivator for people with high nAch (need for achievement)

Answer 32

It is a weak motivator

Question 33

People with high nAff (need for approval) should/shouldn't be leaders

Answer 33

The shouldn't. Because they tend to be not so effective when making decisions. But... a moderate level of nAff can be good, because they will be supportive of employees needs

Question 34

need for personalized power

Answer 34

Occurs when individuals enjoy their power for its own sake, use it to advance personal interests, and wear their power as a status symbol.

Question 35

The need for socialized power

Answer 35

exists when individuals desire power as a means to help others.

Question 36

Effective leaders need to have a high level of socialized power or personalized power

Answer 36

socialized power

Question 37

People with higher E-to-P expectencies have higher..

Answer 37

self-efficacy

Question 38

What strenghtens the E-to-P expectancy?

Answer 38

An important part of this process involves matching employee abilities to job requirements and clearly communicating the tasks required for the job. Similarly, E-to-P expectancies are learned, so behavior modeling and supportive feedback typically strengthen the individual’s belief that they are able to perform the task.

Question 39

Increasing P-to-O Expectancies

Answer 39

* Measure job performance accurately. * Clearly explain the outcomes that will result from successful performance. * Describe how the employee’s rewards were based on past performance. * Provide examples of other employees whose good performance has resulted in higher rewards.

Question 40

Increasing Outcome Valences

Answer 40

* Distribute rewards that employees value. * Individualize rewards. * Minimize the presence of countervalent outcomes.

Question 41

A-B-Cs of Organizational Behavior Modification example

Answer 41

Antecedents- your phone makes a distinctive sound Behavior- You check your phone for a new message Consequences- You learn useful information from the new message on your phone

Question 42

Important note about antecedants:

Answer 42

It does NOT causes behavior.

Question 43

the variable ratio schedule

Answer 43

The most effective reinforcement schedule for skilled and experienced employees. providing positive reinforcement after a varying number of times. Salespeople experience variable ratio reinforcement because they make a successful sale (the reinforcer) after a varying number of client calls. The variable ratio schedule makes behavior highly resistant to extinction because the reinforcer is never expected at a particular time or after a fixed number of accomplishments

Question 44

There are several pieces to social cognitive theory, but the three most relevant to employee motivation are

Answer 44

learning behavior consequences behavior modeling self-regulation.

Question 45

Learning Behavior Consequences

Answer 45

People learn the consequences of behavior by observing or hearing about what happened to others, not just by directly experiencing the consequences.

Question 46

Behavior Modeling

Answer 46

Along with observing others, people learn by imitating and practicing their behaviors. This also increases employee's self-efficacy

Question 47

Self-Regulation

Answer 47

An important feature of social cognitive theory is that human beings set goals and engage in other forms of intentional, purposive action. They establish their own short- and long-term objectives, choose their own standards of achievement, work out a plan of action, consider backup alternatives, and have the forethought to anticipate the consequences of their goal-directed behavior. (one way to do this is self-reinforcement)

Question 48

Specifically, goals are more effective when they are..

Answer 48

specific, measurable, achievable, relevant, time-framed, exciting, reviewed.

Question 49

FEEDBACK CHARACTERISTIC: specific

Answer 49

Information refers to identifiable behaviors and (when possible) measurable outcomes.

Question 50

Relevant. (feedback characteristic)

Answer 50

Information should relate to behaviors and outcomes within the individual’s or team’s control

Question 51

Timely (feedback characteristic)

Answer 51

Information should be available soon after the behavior or results occur

Question 52

Credible (feedback characteristic)

Answer 52

Information source should: * have complete and accurate information * recall information reliably * be unbiased in communicating and applying the feedback * describe the feedback in a supportive and empathetic manner

Question 53

Sufficiently frequent (feedback characteristic)

Answer 53

Information is provided: * more often for those learning new tasks * according to the job cycle’s frequency

Question 54

Equity Theory Model

Answer 54

Comparing your own outcome/input ratio to an other's outcome/input ratio Outcome - Pay - recognition - learning - promotions - workspace - interesting job Input: - Skill - Effort - Performace - Reputation - Hours - Experience

Question 55

Motivational Effects of Inequity Perceptions

Answer 55

Percieved inequity -> inequity tension (negative emotions) -> Motivation to reduce tension -> action that reduce inequity tension

Question 56

What does the Four Drive theory calls our “mental skill set

Answer 56

social norms, personal values, and past experience. guide our motivational energy and reduce the felt need. Our mental skill set chooses courses of action that are acceptable to society, consistent with our own moral compass, and have a high probability of achieving the goal of fulfilling those felt needs