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ENGINEERING MANAGEMENT > CHAPTER 7 > Flashcards

CHAPTER 7 Flashcards

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1
Q

Refers to the act of “giving employees reasons or incentives… to work to achieve organizational objectives.”

A

Motivating

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2
Q

Refers to the “process of activating behavior, sustaining it, and directing it toward a particular goal.”

A

Motivation

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3
Q

Three Stages of Motivation

A
  • Sustaining
  • Activating
  • Directing Actions towards achievement of objectives
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4
Q

Factors Contributing to Motivation

A
  1. Self-Confidence in carrying out a task
  2. Needs Satisfaction
  3. Willingness to do a job
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5
Q

People who like what they are doing are highly motivated to produce the expected output.

A

Willingness to do a job

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6
Q

People who like what they are doing are highly motivated to produce the expected output.

A

Willingness to do a job

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7
Q

When employees feel that they have the required skill and training to perform a task, the more motivated they become.

A

Self-Confidence in carrying out a task

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8
Q

People will do their jobs well if they feel that by doing so, their needs will be satisfied.

A

Needs Satisfaction

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9
Q

Theories of Motivation

A
  1. Goal setting theory
  2. Herzberg’s two-factor theory
  3. Expectancy theory
  4. Maslow’s needs hierarchy theory
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10
Q

A psychologist, theorized that human beings have five basic needs which are as follows: physiological, security, social, esteem, and self-actualization.

A

Abraham Maslow

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11
Q

Abraham Maslow, a phychologist, theorized that human beings have five basic needs which are as follows:

A
  • Security
  • Physiological
  • Esteem
  • Self-Actualization
  • Social
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12
Q

Those that are concerned with biological needs like food, drink, rest, and sex fall under the category of ___________.

A

Physiological Needs

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13
Q

These needs take priority over other needs.

A

Physiological Needs

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14
Q

These needs include freedom from harm coming from the elements or from other people, financial security which may be affected by loss of job or the breadwinner in the family, etc.

A

Security Needs

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15
Q

Comes after satisfying the physiological needs.

A

Security Needs

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16
Q

After satisfying his physiological and security needs, the employee will now strive to secure love, affection, and the need to be accepted by peers.

A

Social Needs

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17
Q

The fourth level of needs is called ______ needs and they refer to the need for a positive self-image and self-respect and the need to be respected by others.

A

Esteem Needs

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18
Q

The fifth and the topmost level needs in the hierarchy are called _____________ needs and involve realizing our full potential as human beings and becoming all that we are able to be.

A

Self-Actualization Needs

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19
Q

Two-factor theory is one developed by

A

Frederick Herzberg

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20
Q

This theory states that a satisfied employee is motivated from within to work harder and that a dissatisfied employee is not self-motivated.

A

Herzberg’s Two-Factor Theory

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21
Q

Herzberg identified two classes of factors associated with employee

A

Satisfaction and Dissatisfaction

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22
Q

Satisfiers or motivation factors responsible for job satisfaction.

A
  • Work itself
  • Achievement
  • Recognition
  • Responsibility
  • Advancement
  • Growth
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23
Q

Dissatisfiers or hygiene factors responsible for job satisfaction.

A
  • Company Policy and Administration
  • Supervision
  • Relationship with supervisor
  • Work Conditions
  • Salary
  • Relationship with peers
  • Personal Life
  • Relationship with Subordinates
  • Status
  • Security
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24
Q

Is a motivation model based on the assumption that an individual will work depending on his perception of the probability of his expectations to happen

A

Expectancy Theory

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25
This theory poses the idea that motivation is determined by expectancies and valences.
Expectancy Theory
26
Is a belief about the likelihood or probability that a particular behavioral act (like training sessions) will lead to a particular outcome (like a promotion).
Expectancy
27
Is the value an individual places on the expected outcome or rewards.
Valence
28
Refers to the process of "improving performance with objectives, deadlines or quality standard."
Goal Setting Theory
29
The goal setting model drawn by Edwin A. Locke and his associates consists of the following components:
1. Goal Content 2. Goal Commitment 3. Work Behavior 4. Feedback Aspects
30
To be sufficient in content, goals must be challenging, attainable, specific and measurable, time-limited, and relevant.
Goal Content
31
When individuals or groups are committed to the goals they are supposed to achieve, there is a chance that they will be able to achieve them.
Goal Commitment
32
Goals influence behavior in terms of direction, effort, persistence, and planning. When an individual is provided with direction, performance is facilitated.
Work Behavior
33
Feedback provide the individuals with a way of knowing how far they have gone in achieving objectives.
Feedback Aspects
34
Feedback also facilitates the introduction of corrective measures whenever they are found to be necessary.
Feedback Aspects
35
Individual or groups of individuals may be motivated to perform through the use of various techniques.
1. Motivation through job design 2. Motivation through rewards 3. Motivation through employee participation 4. Other motivation techniques for the diverse work force
36
A person will be highly motivated to perform if he is assigned a job he likes. The first requisite, however, is to design jobs that will meet the requirements of the organization and the persons who will occupy them.
Motivation Through Job Design
37
May be defined as "specifying the tasks that constitute a job for an individual or a group."
Job Design
38
In motivating through the use of job design, two approaches may be used:
Fitting people to jobs or fitting jobs to people
39
Fitting People to Jobs. Routine and repetitive tasks make workers suffer from chronic dissatisfaction. To avoid this, the following remedies may be adapted:
1. Realistic job previews 2. Job rotation 3. Limited exposure
40
Where management provides honest explanations of what a job actually entails.
Realistic Job Previews
41
Where people are moved periodically from one specialized job to another.
Job Rotation
42
Where a worker's exposure to a highly fragmented and tedious job is limited.
Limited Exposure
43
Instead of changing the person, management may consider changing the job. This may be achieved with the use of the following:
1. Job Enlargement 2. Job Enrichment
44
Where two or more specialized tasks in a work flow sequence is combined into a single job.
Job enlargement
45
Where efforts are made to make jobs more interesting, challenging, and rewarding.
Job enrichment
46
Rewards consist of material and psychological benefits to employees for performing tasks in the workplace.
Motivating Through Rewards
47
Rewards may be classified into two categories:
1. Extrinsic 2. Intrinsic Rewards
48
Those which refer to payoffs granted to the individual by another party. Examples are money, employee benefits, promotions, recognition, status symbols, praise, etc.
Extrinsic
49
Those which are internally experienced payoffs which are self-granted. Examples are a sense of accomplishment, self-esteem and self-actualization.
Intrinsic Rewards
50
Management of Extrinsic Rewards. To motivate job performance effectively, extrinsic rewards be properly managed in line with the following:
1. It must satisfy individual needs; 2. The employees must believe effort will lead to reward; 3. Rewards must be equitable; 4. Rewards must be linked to performance.
51
Type of Benefit
1. Monthly pay 2. 13th month pay 3. 14th month pay 4. Housing allowance 5. Sick leave benefits 6. Vacation leave benefits 7. Pension plan 8. Paid vacation trip 9. Health insurance 10. Accident insurance
52
Depends on qualifications of employee
Monthly pay
53
Given at mid-year
13th month pay
54
Given at yearend
14th month pay
55
Given to permanent employees
Housing Allowance/Pension plan
56
15 days a year with pay
Sick leave benefits/Vacation leave benefits
57
Given to employees with astounding performance
Paid Vacation trip
58
Given to permanent employees
Health insurance Accident insurance Pension plan Housing allowance
59
When employee participate in deciding various aspects of their jobs, the the personal involvement, oftentimes, is carried up to the point where the task is completed.
Motivation Through Employee Participation
60
The specific activities identified where employees may participate are:
1. Setting goals 2. Making decisions 3. Solving problems, and 4. Designing and implementing organizational changes
61
The more popular approaches to participation includes:
1. Quality control circles 2. Self-managed teams
62
A method of direct employee participation is the __________.
Quality Control Circles
63
The objective of the QCC is to ______
To increase productivity and quality of output
64
The quality control circle consists of a group consist of how many employees
Three to ten employees
65
The circle includes a leader such as a _______, but rely on democratic processes.
Foreman
66
To succeed, an employee participation program will require the following:
1. A profit-sharing or gain sharing plan 2. A long-term employment relationship with good job security 3. A concerted effort to build and maintain group cohesiveness 4. Protection of the individual employee's rights
67
Other motivation techniques
1. Flexible work schedules 2. Family support services 3. Sabbaticals
68
There is an arrangement, called flextime, which allows employees to determine their own arrival and departure times within specified limits.
Flexible Work Schedules
69
Employees are oftentimes burdened by family obligations like caring for children.
Family Support Services
70
A sabbatical leave is one given to an employee after a certain number of years of service.
Sabbaticals
71
The employee is allowed to go on leave for two months to one year with pay to give him time for family, recreations, and travel.
Sabbaticals
72
Instead of changing the person, management may consider changing the job
Fitting Jobs to People
73
To motivate job performance effectively, extrinsic rewards must be properly managed.
Management of Extrinsic Rewards
74
When workers have reached a certain degree of discipline, they may be ripe for forming ___________.
Self-managed Teams
75
Also known as autonomous work groups or high performance teams, ____________ "take on traditional managerial tasks as part of their normal work routine."
Self-Managed Teams

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