Chapter 6 The Nature of Work Motivation

Question 1

What is Work Motivation?

Answer 1

Work motivation is the psychological forces within a person 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 in the face of obstacles

Question 2

What are Elements of Work Motivation?

Answer 2

Direction of Behavior
Level of Effort
Level of Persistence

Question 3

What is Performance?

Answer 3

Performance is our evaluation of the results of a person’s behavior

Question 4

What is Motivation?

Answer 4

Motivation is only one factor among many that contributes to an employee’s top performance

Question 5

What are the two types of Motivation?

Answer 5

Extrinsic

Intrinsic

Question 6

What is Extrinsic Motivation?

Answer 6

Source of motivation is acquisition of material or social rewards or to avoid punishment

Question 7

What is Intrinsic Motivation?

Answer 7

Source of motivation is actually performing the behavior

Behavior performed for its own sake

Question 8

What is the Motivation Equation?

Answer 8

Inputs + Performance produces Outcomes

Question 9

In the Motivation Equation, What are types of Inputs?

Answer 9

Effort
Time
Education
Experience
Skills
Knowledge
Job behaviors

Question 10

In the Motivation Equation, What are types of Performance?

Answer 10

Quantity
Quality
Level of customer service

Question 11

In the Motivation Equation, What are the Outcomes?

Answer 11

Pay
Job security
Benefits
Vacation
Satisfaction
Pleasure

Question 12

What are some of the Theories of Motivation?

Answer 12

1. Need Theory
2. Expectancy Theory
3. Equity Theory
4. Procedural Justice Theory

Question 13

Explain the focus of Need Theory

Answer 13

Focuses on employees’ needs as the sources of motivation

Question 14

Explain the focus of Expectancy Theory

Answer 14

Focuses on how employees make choices among alternative behaviors and levels of effort

Question 15

Explain the focus of Equity Theory

Answer 15

Focuses on employees’ perceptions of the fairness of their work outcomes and inputs

Question 16

Explain the focus of Procedural Justice Theory

Answer 16

Perceived fairness of the procedures used to make decisions about the distribution of outcomes in an organization

Question 17

In the Need Theory, What outcomes is an individual motivated to obtain from a job and an organization?

Answer 17

Employees have needs that they are motivated to satisfy in the workplace.

Question 18

What are the levels of Maslow’s Hierarchy of Needs (pyramid)?

Answer 18

Self-actualization needs
Esteem needs
Belongingness needs
Safety needs
Physiological needs

Question 19

From Maslow’s Hierarchy of Needs, What is the description for Self-actualization needs?

Answer 19

Needs to realize one’s full potential as a human being

Question 20

From Maslow’s Hierarchy of Needs, What is the description for Esteem needs?

Answer 20

Needs to feel good about oneself and one’s capabilities, to be respected by others, and to receive recognition and appreciation

Question 21

From Maslow’s Hierarchy of Needs, What is the description for Belongingness needs?

Answer 21

Needs for social interaction, friendship, affection, and love

Question 22

From Maslow’s Hierarchy of Needs, What is the description for Safety needs?

Answer 22

Needs for security, stability and a safe environment

Question 23

From Maslow’s Hierarchy of Needs, What is the description for Physiological needs?

Answer 23

Basic needs for things such as food, water, and shelter that must be met in order for an individual to survive.

Question 24

From Maslow’s Hierarchy of Needs, give an example for Self-actualization needs?

Answer 24

By using one’s skill and abilities to the fullest and striving to achieve all that one can on the job.

Question 25

From Maslow's Hierarchy of Needs, give an example for Esteem needs?

Answer 25

By receiving promotions at work and being recognized for accomplishments on the job.

Question 26

From Maslow's Hierarchy of Needs, Give an example for Belongingness needs?

Answer 26

By having good relations with co-workers and supervisors, being a member of a cohesive work group, and participating in social functions such as company picnics and holiday parties.

Question 27

From Maslow's Hierarchy of Needs, Give an example for Safety needs?

Answer 27

By receiving job security, adequate medical benefits, and safe working conditions

Question 28

From Maslow's Hierarchy of Needs, Give an example for Physiological needs?

Answer 28

By receiving a minimum level of pay that enables a worker to buy food and clothing and have adequate housing.

Question 29

What are the levels of Alderfer's ERG Theory (pyramid)?

Answer 29

Growth needs Relatedness needs Existence needs

Question 30

From Alderfer's ERG Theory, What is the description for Growth needs?

Answer 30

Needs for self-development and creative and productive work.

Question 31

From Alderfer's ERG Theory, What is the description for Relatedness needs?

Answer 31

Needs to have good interpersonal relations, to share thoughts and feelings, and to have open two-way communication

Question 32

From Alderfer's ERG Theory, What is the description for Existence needs?

Answer 32

Basic needs for human survival such as the need for food, water, clothing, shelter, and a secure and safe environment.

Question 33

From Alderfer's ERG Theory, give an example for Growth needs?

Answer 33

By continually improving skills and abilities and engaging in meaningful work.

Question 34

From Alderfer's ERG Theory, give an example for Relatedness needs?

Answer 34

By having good relations with co-workers, superiors, and subordinates and by obtaining accurate feedback from others.

Question 35

From Alderfer's ERG Theory, give an example for Existence needs?

Answer 35

By receiving enough pay to provide for the basic necessities of life and having safe working conditions.

Question 36

What are the two questions of Expectancy Theory?

Answer 36

1. Does the individual believe that his or her inputs will result in a given level of performance? 2. Does the individual believe that performance at this level will lead to obtaining desired outcomes?

Question 37

What are the Three Factors of the Expectancy Theory?

Answer 37

Valence - how desirable is an outcome? Instrumentality - What is the connection between job performance and outcomes? Expectancy - What is the connection between effort and job performance?

Question 38

In the Expectancy Theory, what is the equation?

Answer 38

Effort (Expectancy) leads to Performance (Instrumentality) which leads to Outcomes (Valence)

Question 39

In the Expectancy Theory equation, describe the Expectancy

Answer 39

Expectancy must be high. Employees must perceive that if they try hard, they can perform at a high level.

Question 40

In the Expectancy Theory equation, describe the Instrumentality

Answer 40

Instrumentality must be high. Employees must perceive that if they perform at a high level, they will receive certain outcomes.

Question 41

In the Expectancy Theory equation, describe the valence

Answer 41

Valence must be high. Employees must desire or want the outcomes they will receive if they perform at a a high level.

Question 42

In the Equity Theory what are the outcomes perceived as being at an appropriate level in comparison to inputs?

Answer 42

From past experience or observation, employees will have a sense of what level of inputs should result in a certain level of outcomes Outcome/Input ratio, the relationship between what an employee gets from a job (outcomes) and what the employee contributes to the job (inputs)

Question 43

In the Equity Theory, what are the Outcomes?

Answer 43

``` Pay Benefits Job satisfaction Status Opportunities for advancement Job security ```

Question 44

In the Equity Theory, what are the Inputs?

Answer 44

``` Special skills Education Work experience Effort on the job Time ```

Question 45

What are other aspects of the Equity Theory?

Answer 45

Inputs lead to outcomes Outcome/input ratio compared to ratio of referent others leads to work motivation Outcome/Input ratio, the relationship between what an employee gets from a job (outcomes) and what the employee contributes to the job (inputs).