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SNCOA - HRD > HRD - 01. Contemporary Motivation > Flashcards

HRD - 01. Contemporary Motivation Flashcards

1
Q

5 Classic Theories of Motivation

A
  • McGregor’s Theory X and Y
  • Maslow’s Theory
  • Herzberg’s Motivation-Hygiene (Two-Factor) Theory
  • McClelland’s Achievement Motivation Theory
  • Skinner’s Behavior Enforcement Theory
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2
Q

Some inner drive, impulse, or intention that causes a person to do something or act in a certain way.

A

Motivation

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3
Q

This theory states that managers traditionally motivate their people in one of two ways.

A

McGregor’s Theory X and Y

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4
Q

These managers believe workers lack direction, that workers are lazy, and workers are not interested in assuming responsibility.

A

Theory X Managers

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5
Q

These managers believe the only way to motivate a worker is by offering rewards such as security, money, and fringe benefits.

A

Theory X Managers

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6
Q

These managers try to control, structure, and closely supervise their subordinates.

A

Theory X Managers

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7
Q

This manager assumes people want to be directed, try to avoid responsibility, have little drive, and resist change.

A

Theory X Managers

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8
Q

These managers feel the best way to accomplish goals is to maintain control of worker behavior by providing tangible rewards.

A

Theory X Managers

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9
Q

These managers view their subordinates as people capable of integrating individual goals with organizational goals.

A

Theory Y Managers

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10
Q

Individual Goal Integration Can Occur If:

A
  • Give autonomy to the worker in the way they perform their jobs
  • Encourage innovation and creativity
  • Decrease the use of controls
  • Try to make the workers’ jobs more interesting
  • Meet the workers’ higher-level needs
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11
Q

Believed people have a hierarchy of needs which is arranged in a kind of pyramid: those at the bottom are the most urgent and must be satisfied to some degree before those at the next higher level begin to operate.

A

Maslow

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12
Q

Maslow’s Pyramid (Bottom to Top)

A
  • Physiological
  • Safety and Security
  • Social
  • Self-Esteem
  • Self-Actualization
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13
Q

These are the things we need to physically survive such as air, food, water, rest, sleep, and shelter. They are the basic bodily requirements.

A

Physiological Needs

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14
Q

Most office jobs allow us to satisfy these; but firefighting, police work, and military combat environments can frustrate these needs and actually interfere with them.

A

Physiological Needs

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15
Q

These needs are to be free of the fear of physical and emotional danger. It’s the need for self-preservation.

A

Safety and Security Needs

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16
Q

Highly stressful jobs can frustrate satisfaction of this need which is why good stress management is necessary.

A

Safety and Security Needs

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17
Q

Other job factors can impact this need such as repetitive motion injuries or dangerous environments.

A

Safety and Security Needs

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18
Q

This is a need for affiliation.

A

Social Needs

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19
Q

Managers can contribute to satisfying this need by encouraging teamwork and allowing some social interaction on the job as well as encouraging group problem-solving sessions.

A

Social Needs

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20
Q

This is the need for forms of recognition and impact our self-concept, self-confidence, prestige, power, and control over our life.

A

Self-Esteem Needs

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21
Q

Manager and supervisors should praise good work and good effort and avoid unconditional negative strokes.

A

Self-Esteem Needs

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22
Q

This is the level a person reaches when he or she maximizes potential.

A

Self-Actualization Needs

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23
Q

It’s the desire to become what you are capable of becoming. It can include things such as self-fulfillment and personal development.

A

Self-Actualization

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24
Q

This theory states that there are certain factors in the workplace that cause job satisfaction, while a separate set of factors cause dissatisfaction.

A

Motivation-Hygiene (Two-Factor) Theory

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25
Q

Things people need to prevent dissatisfaction; things that are expected for the job.

A

Hygiene Factors

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26
Q

Some Common Hygiene Factors

A
  • Salary
  • Worker benefits
  • Adequate training
  • Clear instructions, rules, or regulations
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27
Q

Hygiene factors only prevent _____. They do not make a person _____.

A

Dissatisfaction, Satisfied

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28
Q

Things which create satisfaction.

A

Motivators

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29
Q

Some Common Motivators

A
  • Personal growth
  • Opportunities to advance
  • Personal recognition
  • Autonomy
  • Challenging work
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30
Q

Emphasizes that motivational needs are not innate, but learned. We learn motivational needs as we interact with our surroundings.

A

Achievement Motivation Theory

31
Q

This theory focuses on how individual needs and environmental factors merge to form three basic motivational needs.

A

Achievement Motivation Theory

32
Q

Achievement Motivation Theory Three Needs

A
  • Power
  • Achievement
  • Affiliation
33
Q

A person with a high need for _____:

  • Likes a challenge
  • Sets realistic and attainable goals
  • Requests feedback about performance
  • Works hard to get the job done
A

Achievement

34
Q

A person with a high need for _____:

  • Is concerned with getting and keeping powers over others
  • Enjoys competition that allows them to control situations
  • Likes to engage in conflict with others
  • Is attracted to jobs with high levels of competition or that give them control
A

Power

35
Q

A person with a high need for _____:

  • Fears the loss of social approval
  • Tries to form and maintain close relationships
  • Is people oriented
  • Is attracted to jobs with high levels of interaction
A

Affiliation

36
Q

Different jobs have unique motivational requirements. The secret to motivating people is to put them in jobs attuned with their _____.

A

Motivational Profile

37
Q

Helps supervisors identify the rewards that eventually lead to satisfied workers.

A

Behavior Reinforcement Theory

38
Q

If someone is rewarded for behavior, they tend to ____ the behavior.

A

Repeat

39
Q

Anything the receiver values, such as a medal, day off, pat on the back, or the opportunity to go on choice temporary duty assignment.

A

Reward

40
Q

Anything the receiver perceives as negative, such as not being allowed to go on a choice temporary duty or not getting selected for an award.

A

Punishment

41
Q

Workers are motivated through rewards for “X” or “Y” managers provide.

A

McGregor

42
Q

Workers are motivated through life experiences and needs satisfaction.

A

McClelland

43
Q

Workers are motivated through presence or absence of hygiene factors and motivators.

A

Herzberg

44
Q

Workers are motivated through rewards or punishment that follow the behavior.

A

Skinner

45
Q

Workers are motivated through satisfaction of hierarchical needs.

A

Maslow

46
Q

Those rewards the AF, as an institution, provides the individual AF member.

A

System Rewards

47
Q

Examples of System Rewards

A
  • Training
  • Salary
  • Leave
  • Travel
  • Educational benefits
  • Food allowances
  • Shelter allowances
48
Q

These rewards are very expensive to provide.

A

System Rewards

49
Q

These rewards satisfy the lower level needs identified by Maslow and the hygiene factors identified by Herzberg.

A

System Rewards

50
Q

Workers will minimally commit to organizational goals (a.k.a membership level of commitment) with _____ rewards.

A

System Rewards

51
Q

Rewards you provide to your troops. Rewards you have direct control over.

A

Supervisory Rewards

52
Q

This type of reward consists of things that you can give your workers in order to satisfy their needs, so they can move to higher levels of motivation and commitment to the mission.

A

Supervisory Rewards

53
Q

Examples of Supervisory Rewards

A
  • Recognition
  • Time off
  • Good evaluations
  • Pats on the back
  • Advancements
  • Special Education Opportunities
54
Q

People who receive these rewards are committed to doing more than just minimum standards.

A

Supervisory Rewards

55
Q

Usually lead to an increase in job performance and moves them to the Performance Level of Commitment.

A

Supervisory Rewards

56
Q

These rewards are internal and can be things like:

  • Achievement
  • The job itself
  • Responsibility
  • Autonomy
  • Challenge
A

Personal Rewards

57
Q

The Involvement Level of Commitment

A

Personal Rewards

58
Q

The Membership Level of Commitment

A

System Rewards

59
Q

The Performance Level of Commitment

A

Supervisory Rewards

60
Q

These rewards are very expensive

A

System Rewards

61
Q

These rewards require minimal expense

A

Supervisory Rewards

62
Q

These rewards are free

A

Personal Rewards

63
Q

This manager:

  • Assumes workers are not self-motivated
  • Believes workers are lazy
  • Can motivate workers through money, security, benefits, etc.
  • Tries to control, structure, and closely supervise workers
A

Theory X Manager

64
Q

This manager:

  • Is a participative manager
  • Strives for teamwork
  • Views workers as people who have potential
  • Gives latitude to workers on how they perform jobs
A

Theory Y Manager

65
Q

Order of Maslows Needs (Beginning with most urgent):

A
  • Physiological
  • Safety and Security
  • Social
  • Esteem
  • Self Actualization
66
Q

If these are absent from the work environment create job dissatisfaction. Can include:

  • Training necessary for the job
  • Pay
  • Rules and regulations
  • Benefits
A

Hygiene Factors

67
Q

Closely related to the job itself and if present in adequate numbers, job satisfaction can occur. These can include:

  • Growth
  • Advancement
  • Recognition
  • Responsibility
  • Challenging Work
A

Motivators

68
Q

A person with a high need for _____:

  • Wants to find solutions to problems
  • Likes a challenge
  • Requests clear and precise feedback
  • Has lots of energy and works very hard
A

Achievement

69
Q

A person with a high need for _____:

  • Is concerned with getting and keeping control over others
  • Enjoys competition that allows them to control the situation
A

Power

70
Q

A person with a high need for _____:

  • Tries to establish and maintain close relationships with others
  • Is people oriented and enjoys people around them
  • Fears loss of social approval
  • Is attracted to jobs that have high amounts of interaction with others
A

Affiliation

71
Q

These rewards are EXPECTED. They come from the institution and can include:

  • Training
  • Pay
  • Basic benefits
  • Safe working conditions
A

System Rewards

72
Q

These rewards are EXTERNAL motivators. They can be:

  • Rewards such as days off, choice of TDY, etc.
  • Outstanding performance evaluation
  • Recognition
  • Increased responsibility
  • Autonomy
A

Supervisory Rewards

73
Q

These rewards are INTERNAL motivators. They come from within the person and can be:

  • The job itself
  • The feeling of a challenge or autonomy
  • Feelings of accomplishment
A

Personal Rewards

74
Q

Questions on Page 44-48

A

Questions on Page 44-48

SNCOA - HRD (3 decks)

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