Flashcards in Employee Motivation Deck (36)
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1
It refers to forces within an individual that account for the level, direction, and persistence of effort expended at work.
Ability and skill determine whether a worker can do the job, but motivation determines whether the worker will do it properly.
MOTIVATION
2
Three individual difference traits that are related to work motivation:
Self- Esteem
Intrinsic Motivation Tendency
Need for Achievement
3
It is the extent to which a person views himself as valuable and worthy.
Self- Esteem
4
According to Korman’s __, there is a positive correlation between self-esteem and performance
consistency theory
5
Three types of Self- Esteem
Chronic self-esteem
Situational self-esteem (also called self-efficacy)
Socially influenced self-esteem
6
is a person’s overall feeling about himself.
Chronic self-esteem
7
is a person’s feeling about himself in a particular situation such as operating a machine or talking to other people.
Situational self-esteem (also called self-efficacy)
8
is how a person feels about himself on the basis of the expectations of others.
Socially influenced self-esteem
9
__ In which they are given insights with their strengths. Show them that they have several strengths and are good people.
Conduct self-esteem workshops
10
Another approach to increase self-esteem such as “ropes course” wherein they will learn that they are physically and emptionally strong.
Outdoor Experiential Learning
11
the idea that people behave in ways consistent with their self-image.
Self-fulfilling prophecy,
12
when high self-expectations result in higher levels of performance.
Galatea effect,
13
, the idea that if people believe that something is true, they will act in a manner consistent with that belief
Pygmalion effect
14
when negative expectations of an individual cause a decrease in that individual’s performance.
Golem effect,
15
They will seek to perform well because they either enjoy performing the actual tasks or enjoy the challenge of successfully completing the task.
Intrinsic Motivation
16
Work motivation that arises from such nonpersonal factors as pay, coworkers, and opportunities for advancement.
Extrinsic Motivation
17
A theory developed by McClelland
Needs for Achievement and Power
18
__are motivated by jobs that are challenging and over which they have some control.
Need for achievement
19
__are motivated by jobs in which they can work with and help other people.
Need for affiliation
20
__are motivated by a desire to influence others rather than simply to be successful
Need for power
21
THEORIES OF MOTIVATION : NEEDS
Maslow’s Hierarchy of Needs
Alderfer’s ERG
McClelland’s Need
22
THEORIES OF MOTIVATION : JOB - BASED
Two-Factor
Job Characteristics
23
THEORIES OF MOTIVATION : COGNITIVE
Equity
Expectancy
Goal-Setting
Control
24
THEORIES OF MOTIVATION : BEHAVIORAL APPROACH
Rewards
Punishment
Feedback
25
A __ indicates some deficient state within an individual.
need
26
___ was one of the first psychologists to propose a systematic taxonomy of human needs. He proposed that these needs are evoked by different stimuli in the environment, and subsequently drive behavior.
Henry Alexander Murray
27
Explain work motivation in terms of the extent to which employees satisfy important needs in the workplace.
Murray's system of needs
28
Maslow’s Hierarchy of Needs
Self-Actualization
Esteem
Love and Belongingness
Safety and Security
Physiological
29
ERG Theory
Growth
Relatedness
Existence
30
McClelland’s Need Theory
-Affiliation motivation
-Achievement motivation
-Power motivation
31
Place the source of motivation primarily in the content of jobs that employees perform.
Explain work motivation in terms of the extent to which employees satisfy important needs in the workplace.
Job-Based Theories
32
Approach applies the tenets of behaviorism developed by B.F. Skinner to promote employee behaviors that an employer deems beneficial and discourage those that are not helpful.
The Behavioral Approach
33
Organizational Assumptions to Motivation
An organization has the right to influence the behavior of its employees.
Employees have at least some freedom of choice as to whether they will engage in behaviors that positively or negatively impact the organization
There are no major internal or external constraints on employees' behavior
Behavior is at least somewhat malleable.
34
Application of Motivational Theories
Attraction
Productive Behavior
Counterproductive behavior
Retention
Increase work Performance
Organizational Commitment
35
Reward Systems
-Tangible
Merit Pay
Bonuses
Employee Stock Ownership Plans
Profit-Sharing and Gain-Sharing Programs
Perks
-Intangible
Recognitionand Awards
Praise
Status Symbols
Autonomy and Freedom
36
