Chapter 6

Question 1

Performance =

Answer 1

Ability x Motivation (Effort)

Question 2

Ability =

Answer 2

Aptitude x Training x Resources

Question 3

Motivation =

Answer 3

Desire x Commitment

Question 4

Define aptitude

Answer 4

The native skills and abilities a person brings to a job

Question 5

Ability is _______, while motivations _______ over time.

Answer 5

Stable; fluctuates

Question 6

What are the 3 danger signs for management positions?

Answer 6

1. Taking refuge in a speciality.
2. Focusing on past performance.
3. Exaggerating aspects of leadership role.

Question 7

Define “taking refuge in a speciality”

Answer 7

Mgrs get overwhelmed and become task oriented and technical.

Question 8

Define “focusing on past performance”

Answer 8

Using past performance or former standards that are outmoded to determine value.

Question 9

Define “exaggerating aspects of leadership role”

Answer 9

Mgrs become defensive and chose an aspect of their role to exaggerate. Examples include severe delegation, micromanaging, or playing devil’s advocate.

Question 10

What are the 5 tools for overcoming poor performance due to lack of ability?

Answer 10

1. Resupply
2. Retrain
3. Refit
4. Reassign
5. Release

Question 11

Define resupply

Answer 11

Focuses on whether the employee has been provided the resources necessary to do the job

Question 12

Define retrain

Answer 12

Retrain employee to fit current needs of role.

Question 13

Define refit

Answer 13

While the subordinates remain on the job, the components of the work are analyzed, and different combos are explored.

Ex- an assistant is brought in to help with some technical aspects, so supervisor can focus on people development.

Question 14

Define reassign

Answer 14

Reassign the poor performer either to a position of less responsibility, or to one requiring less technical knowledge or interpersonal skills.

Question 15

Define release.

Answer 15

If none of the other four have worked, fire the bitch.

Question 16

Define indulgent mgmt style

Answer 16

Mgr emphasizes satisfaction to the exclusion of performance.

Question 17

Define imposing mgmt style.

Answer 17

A strong emphasis on performance to the exclusion of satisfaction.

Question 18

Define ignoring mgmt style

Answer 18

Managers who don’t emphasize satisfaction or performance.

Question 19

Define integration mgmt style

Answer 19

Emphasizing performance and satisfaction equally.

Question 20

Four elements of effective motivation

Answer 20

Motivation –> Performance –> Outcomes –> Satisfaction

Question 21

Three steps for effective goal setting

Answer 21

A good goal-setting process
The right goal characteristics
Consistent implementation of feedback

Question 22

Effective goals are….

Answer 22

Specific, consistent, appropriately challenging

Question 23

Goals should be SMART

Answer 23

Specific
Measurable 
Achievable
Realistic
Timely

Question 24

“Path goal” theory of leadership

Answer 24

1. Traits of employee’s task: structure/difficulty
2. Mgmt expectations of subordinates
3. Availability of organizational support

Question 25

2 principles for creating an environment where being a high performer is best

Answer 25

1. Mgrs should link rewards to performance, rather than seniority or membership 2. Mgrs should use discipline to extinguish counterproductive behaviors and use rewards to reinforce productive behaviors.

Question 26

Define operant conditioning

Answer 26

The process of shaping others' behavior through linking rewards and punishments with behaviors

Question 27

Define elimination/extinction technique

Answer 27

Provides no response to a behavior, eventually leads to extinction of a behavior. Doesn't really work with mgrs because workers tend to think of no response as positive, and the behavior is acceptable.

Question 28

Describe disciplining technique

Answer 28

Responding negatively to an employees behavior in order to discourage from future occurrences.

Question 29

Describe rewarding technique

Answer 29

Linking desired behaviors with employee-valued outcomes

Question 30

3 strategies for shaping behavior

Answer 30

Reprimand Redirect Reinforce

Question 31

Define reprimand

Answer 31

An administrative discipline that should immediately follow the offensive behavior and focus exclusively on the specific problem.

Question 32

Define redirect

Answer 32

Redirecting involves taking inappropriate behaviors and redirecting them into appropriate channels

Question 33

Define reinforce

Answer 33

Using rewards to reinforce good behaviors

Question 34

Define extrinsic outcomes

Answer 34

Things like pay and promotions and praise, that are controlled by someone other than the individual performer

Question 35

Define intrinsic outcomes

Answer 35

Include sense of purpose, feelings of accomplishment, self-esteem, and development of new skills. Experienced on a personal level by each individual.

Question 36

Define work design

Answer 36

The process of matching job characteristics to workers' skills and interests

Question 37

5 core job dimensions

Answer 37

``` Skill variety Task identity Task significance Autonomy Feedback ```

Question 38

3 critical psychological states

Answer 38

1. Experienced meaningfulness of work 2. Experienced responsibility for outcomes of work 3. Knowledge of the actual results of the work activities

Question 39

5 strategies for increasing motivational potential of assigned work

Answer 39

``` Combine tasks Form identifiable work units Establish client relationships Increase authority Open feedback channels ```

Question 40

Maslow's needs hierarchy

Answer 40

``` /|\self-actualization | esteem | belongingness | safety | physiological ```

Question 41

3 of Murray's manifest needs

Answer 41

Achievement Affiliation Power

Question 42

define Murray's Need for Achievement

Answer 42

An individual's personal competition with a standard of excellence

Question 43

Define Murray's Need for Affiliation

Answer 43

Involves relying on other individuals in order to feel reassured and acceptable

Question 44

Define Murray's Need for Power

Answer 44

Represents a desire to influence others and to control one's environment

Question 45

Define equity

Answer 45

Workers' perceptions of the fairness of rewards

Question 46

What happens when workers perceive inequity?

Answer 46

They compare their outcome/input ratio with that of similar others, and they will be motivated to restore equity in some way.