Leadership and Theorie of Motivation Flashcards

Question

Hierarchy of needs (Content-Oriented Theories)

Answer 1

Basic needs: -Physiological needs -Safety needs Relationship needs: -Social needs Psychological needs: -Social needs -Esteem needs -Self-actualization -Self-transcendence Growth needs: -Esteem needs -Self-actualization -Self- transcendence page 51

Answer 2

- wifi -Battery

Answer 3

"In general, people are lazy, unwilling to work and have no ambition. You have to urge people to do the work by incentives and sanctions. People do not like to take responsibility and want to be led"

Answer 4

"In general, people are not passive or indifferent towards organizational goals. They are motivated for work, look for personal development, and are willing and able to take responsibility for organizational goals. Self-set goals lead and motivate people." --> voir page 54

Answer 5

1. Motivators 2. Hygiene Factors

Answer 6

Characteristics: -Intrinsic factors -Satisfaction if present -No satisfaction if absent example: - Perform well/success - Gain recognition - Have interesting work tasks - Development/career advancement

Answer 7

Characteristics: - Extrinsic factors - Dissatisfaction if absent - No dissatisfaction if present example: -Politics of the company - Human resource management - Relationship to colleagues/supervisors - Working environment

Answer 8

 Indication as to WHAT motivates people  Stresses the importance of recognition, self-esteem, independence, responsibility

Answer 9

 Often static and not differentiated enough  Context is often not considered  Rough categorization of employees - only part of their behaviour can be explained

Answer 10

People compare job inputs and outcomes with those of relevant others and will try to eliminate inequities --> To motivate people, outcomes of employees should be fair regarding their input as well in comparison with the output of others.

Answer 11

Goals as motivational drivers Characteristics :  Employees are more likely to work hard toward attainable objectives  Goals should be clearly defined (SMART) by management  Goals must be agreed upon between the employees and the manager Assumptions:  By creating clear-cut goals, employees have a better sense of direction and become more productive  Businesses can achieve greater success by applying specific and measurable goals for employees

Answer 12

* Specific: goals should have one particular result * Measurable: the success or failure of goals should be measurable * Achievable: goals should not be too hard or easy, they should be achievable * Realistic: goals should take account of the employee’s abilities * Timely: there should be a deadline for completing goals

Answer 13

-Indication as to HOW motivation works -Focus on the course of action

Answer 14

-Focus on very selected aspects of motivation processes -Are primarily based on rationality

Answer 15

Compensation for specific and individual performance with the aim to enhance work efforts Performance-based compensation components are paid in order to reward the additional output of an employee in comparison to normal performance

Answer 16

1980: Average increase in productivity of 30% 1985: Strong average effect on productivity (d=2.12) voir page 65

Answer 17

1. Self-selection 2. Measurement and evaluation problems 3. Crowding-out 4. Spillover 5. Multitasking-effect

Answer 18

Different compensation models attract different people. Performance-based pay is more attractive for successful employees with high levels of performance needs and low risk aversion. But: Who comes for money, will leave for money!

Answer 19

Unproblematic with simple work tasks. In more complex jobs,however, the reason for performance and success is not very easy to determine

Answer 20

When intrinsically motivated people’s behavior is externally influenced, their intrinsic motivation is reduced, their job satisfaction declines and, unless extrinsic rewards can compensate, their performance will be reduced too (crowding-out effect)

Answer 21

When intrinsically motivated people receive extrinsic rewards for a task, the negative effect on intrinsic motivation is not only on that one task but also spills over to other areas

Answer 22

People focus only on tasks with higher monetary rewards. Other positive behavior (e.g.helping behavior) is reduced and manipulations and forgery (e.g. “creative record keeping”, reclassification of money for own benefit) are increased

Answer 23

-Performance-based monetary or in-kind rewards have a negative effect on intrinsic motivation. -This negative effect is stronger if the reward is announced. -Performance-based verbal appreciations have a positive effect on intrinsic motivation.

Answer 24

board members earn on average 40 times as much as the average employee

Answer 25

Corporations are increasingly keen to show investors they are cutting costs by cutting CEO salaries However, for most executives, salary makes up only a small portion of their total compensation Instead, it is heavily weighted towards stock awards and options

Answer 26

Because there is a positive effect on extrinsic motivation and negative effect on intrinsic motivation, performance-based compensation is especially advisable if -the company is capable and willing to pay enough performance- based rewards to compensate the negative effect on intrinsic motivation -there is little risk for multi-tasking-effects (which is rather the case for low complexity jobs) -Generally, it is important to establish an environment in which people are highly engaged and are not motivated exclusively by extrinsic rewards

Answer 27

The ability to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in self and others

Answer 28

voir tableau page 33

Answer 29

-Development of emotional intelligence takes time: old habits have to change -Training-modules for single competences available (cf. Goleman) -Use different training methods: role-play, group discussion, simulation -Organizational culture improves learning: challenging exercises, social support, feedback, personal-development -Strategic use of feedback: underline positive behavior, use criticism sparingly -Learning through positive role models

Answer 30

High achievers do not gamble when there is a low chance of success, because their need for achievement is not satisfied, if their win is a matter of pure luck High chances of success, however, do not turn the task into a real challenge of their skills. Thus, they are not motivated by such tasks as well --> According to McClelland’s need theory, the so-called need for achievement is one of three basic types of motivation.

Answer 31

 Behavior results from the interaction of different motives that differ individually.  Need for achievement = striving for improvement and success  Need for power = striving for a superior position  Need for affiliation = striving for interaction, affiliation to social groups, and appreciation

Leadership and Theorie of Motivation Flashcards

(55 cards)