Employee Motivation

Question 1

What is the combination of forces that move individuals to take certain actions and avoid other actions? (What drives you?)

Answer 1

Motivation

Question 2

What are the four indicators of motivation?

Answer 2

Engagement, Satisfaction, Commitment, and Rootedness

Question 3

What is an employee’s rational and emotional commitment to his or her work?

Answer 3

Engagement

Question 4

What is how happy employees are with the experience of work and the way they are treated?

Answer 4

Satisfaction

Question 5

What is the degree to which employees support the company and its mission

Answer 5

Commitment

Question 6

Motivation stems from what four needs?

Answer 6

The need to acquire, bond, comprehend, and defend

Question 7

What are the classic theories of motivation?

Answer 7

Taylor’s Scientific Management, The Hawthrone Effect, Maslow’s Hierarchy, Theory X and Y, Herzburg’s two factors, McClelland’s three needs

Question 8

Paved the way for other theories of motivation, sought to improve productivity through scientific study of work. Pioneered financial incentives.

Answer 8

Taylor’s Scientific Management

Question 9

A supposed effect of organizational research in which employees change their behavior because they are being studied and given special treatment: the validity of the effect is uncertain and the Hawthorne studies were richer and more influential than this simple outcome would suggest. (Lighting on employee performance, both experimental and control groups improved performance.)

Answer 9

The Hawthrone Effect

Question 10

Physiological needssafety needs->social needs->esteem needs->self-actualization needs. A model in which the human needs are arranged in a hierarchy with the most basic needs at the bottom and the more advanced needs toward the top. Has not been able to experimentally verify that this is how motivation actually works.

Answer 10

Maslow’s Hierarchy of Needs

Question 11

A managerial assumption that employees are irresponsible and unambitious and dislike work and that managers must use force, control, or threats to motivate them

Answer 11

Theory X

Question 12

A managerial assumption that employees enjoy meaningful work, are naturally committed to certain goals, are capable of creativity, and seek out responsibility under the right conditions.
Theory X/Y not empirically verified, but taught us intrinsic and extrinsic rewards.

Answer 12

Theory Y

Question 13

Rewards such has money vacation etc (carrot)

Answer 13

Extrinsic Rewards (Theory X)

Question 14

Rewards from inside

Answer 14

Intrinsic Rewards (Theory Y)

Question 15

A model that divides motivational forces into satisfiers (motivators) and dissatisfiers (Hygiene factors). Not Empirically verified

Answer 15

Herzburg’s Two Factors

Question 16

Highlights the need for power, affliation, and achievement. Reseach validates.

Answer 16

McClelland’s Three Needs

Question 17

The idea that effort employees put into their work depends on the expecatations about their own ability to perform, expectations about likely rewards, and the attractiveness of those awards. “Can I do the job?” “Is it worth doing?” Best explains employee behavior

Answer 17

Expectancy Theory

Question 18

The idea that employees base their level of satisfaction on the ratio of their inputs to the job and the outputs or rewards they receive from it. Perceived ratio. To remedy perception of inequity yuou might ask for raise, not work as hard, try to change perception, or quit and find new job. Organization justice

Answer 18

Equity Theory

Question 19

A motivational theory suggesting that setting goals can be an effective way to motivate employees

Answer 19

Goal-setting theory

Question 20

What are the criteria of goals that serve as effective motivators

Answer 20

They are speicif, difficult, have accountability, time feedback, belief in ability to complete goal, cultural support.

Question 21

MA motivational approach in which managers and employees work togethert to structure personal goals and objectives for every individual, pepartment, and project to mesh with the organizational goals

Answer 21

Management by objectives (MBO)

Question 22

Risks and limitations of goal-setting theory

Answer 22

Overly narrow goals, overly hallenging goals, inappropriate time horizons, Unintentioonal performance limitations, missed learing opportunities, unhealthy internal competition, decreased inrinsic motivation

Question 23

A model suggesting that fvive core job dimensions influence three critical sychological states that determine motivation, performance, and other outcomes

Answer 23

job characteristics model

Question 24

Five core job dimensions

Answer 24

Skill variety, task identity, task significance, autonomy, feedback

Question 25

The range of skills and talents needed to accomplish the responsibilities associated with the job. The broader range of skills required, th emore meaningful the work is likely to be to the employww

Answer 25

Skill variety

Question 26

The degree to which the employee has responsiblity for completing an objective. Greater task identity contributes to the sense of meaning in work

Answer 26

Task identity

Question 27

The degree of independence the employee has in carrying out the job

Answer 27

Autonomy

Question 28

timely information that tells employees how well they're doing in their jobs.

Answer 28

Feedback

Question 29

three critical psychological states

Answer 29

Experienced meaningfulness of the work, experienced responsibility for results, knowledge of actual results

Question 30

Making jobs more challenging and interesting by expanding the range of skills required

Answer 30

Job enrichmentcross-training

Question 31

training workers to perform multiple jobs and rotating them through these various jobs to combat boredom or burnout

Answer 31

Cross-training

Question 32

A motivational approach based on the idea that managers can motivate employees by influencing their behaviors with positive and negativbe reinforcement

Answer 32

Reinforcement theory

Question 33

Encouraging desired behaviours by offering pleasant consequences for completing or repeating those behaviors

Answer 33

Positive reinforcement

Question 34

Monetary payments and other rewards of value used for positve reinforcement

Answer 34

Incentives

Question 35

Encouraging the reptition of a particular behavior (desireable or not) by removing unpleasant consequences for the behavior

Answer 35

Negative reinforcement

Question 36

What are Maslow's hierachial categories

Answer 36

Physiological needssafety needs->social needs->esteem needs->self-actualization needs