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2nd YR: 1st Sem - FINALS EXAM > ME 213: Module 6 - Part 2 > Flashcards

ME 213: Module 6 - Part 2 Flashcards

1
Q

It refers to the act of “giving employees or incentives to work to achieve organizational objectives.

A

Motivating

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2
Q

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

A

Motivation

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3
Q

Motivating refers to the act of “giving employees or incentives to work to achieve organizational objectives.” Motivation, on the other hand, refers to the “process of activating behavior, sustaining it, and directing it toward a particular goal.” This definition is useful because it specifies three stages:

A
  1. activating
  2. sustaining
  3. directing actions towards the achievements of objectives
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4
Q

There are certain factors influencing a person’s desire to do his job well. They are the following:

A
  1. Willingness to do a job
  2. Self-confidence in carrying out the task
  3. Need satisfaction
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5
Q

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

A

Willingness to do a job

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6
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 the task

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7
Q

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

A

Needs satisfaction

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8
Q

There are various theories of motivation, but only the four most influential ones will be discussed. They consist of the following:

A
  1. Maslow’s needs hierarchy theory
  2. Herzberg’s two-factor theory
  3. Expectancy theory
  4. Goal setting theory
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9
Q

Him, 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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10
Q

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

A
  1. physiological
  2. security
  3. social,
  4. esteem
  5. self-actualization
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11
Q

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

A

Physiological Needs

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12
Q

These needs take priority over other needs.

A

Physiological Needs

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13
Q

After satisfying the physiological needs, people will seek to satisfy their __________.

A

Safety 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

Safety Needs

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15
Q

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

A

Social Needs

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16
Q

The fourth level of needs is called __________ 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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17
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

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18
Q

It is one developed by Frederick Herzberg indicating 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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19
Q

Who developed the Two Factor Theory?

A

Frederick Herzberg

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20
Q

Herzberg identified two classes of factors associated with employee satisfaction and dissatisfaction. These are:

A
  1. satisfiers or motivation factors
  2. dissatisfiers or hygienic factors
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21
Q

Herzberg found out that
satisfied employees mentioned the following factors responsible for job satisfaction: achievement, recognition, work itself, responsibility, advancement and growth.

A

satisfier or motivation factors

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22
Q

Dissatisfied employees
mentioned the following factors as
responsible for job dissatisfaction:
company policy and administration, supervision, relationship with supervisor, work conditions, salary, relationship with peers, personal life, relationship with subordinates, status, and security.

A

dissatisfiers or hygiene factors

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23
Q

Satisfied employees mentioned the following factors responsible for job satisfaction:

A
  1. achievement
  2. recognition
  3. work itself
  4. responsibility
  5. advancement
  6. growth.
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24
Q

Dissatisfied employees
mentioned the following factors as
responsible for job dissatisfaction:

A
  1. company policy and administration
  2. supervision
  3. relationship with supervisor
  4. work conditions
  5. salary
  6. relationship with peers
  7. personal life
  8. relationship with subordinates
  9. status
  10. security
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25
Q

It is a motivation model based on the assumption that an individual will work depending on his perception of the probability of his expectation to happen.

A

Expectancy Theory

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26
Q

The theory poses the idea that motivation is determined by expectancies and valences.

A

Expectancy Theory

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26
Q

It is a belief about the likelihood or probability that particular behavioral act (like attending training session) will lead to a particular outcome (like a promotion).

A

Expectancy

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27
Q

It is the value an individual places on the expected outcomes or
rewards.

A

Valences

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28
Q

Expectancy theory is based on the following assumptions

A
  1. A combination of forces within the individual and in the environment determines behavior.
  2. People make decision about their own behavior and that of organization.
  3. People have different types of needs, goals and desires.
  4. People make choices among alternative behavior based on the extent to which they think a certain behavior will lead to a desired outcome.
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29
Q

It refers to process of “improving performance with objectives, deadlines or quality standard.“

A

Goal Setting

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30
Q

When individuals or groups are assigned specific goals, a clear direction is provided and which later motivates them to achieve these goals

A

Goal setting

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31
Q

Who made the goal setting model?

A

Edwin A. Locke

32
Q

The goal setting model drawn by Edwin A. Locke and associates consist of the following components.

A
  1. Goal content
  2. Goal commitment
  3. Work behavior
  4. Feedback aspects
33
Q

To be sufficient in content, goals must be challenging, attainable, specific and measureable, time-limited and relevant.

A

Goal content

34
Q

When goals are challenging, __________ may be expected.

A

higher performance

35
Q

Goals must be __________ if they are to be set. If they are not, then workers will only be discouraged to perform, if at all.

A

attainable

36
Q

Goals _________________ whenever possible. When exact figures to be met are set, understanding is facilitated and workers are motivated to perform.

A

must be stated in quantitative terms

37
Q

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.

A

Goal Commitment

38
Q

Goals influence behavior in terms of direction, effort, persistence, and planning. When an individual is provided with direction, performance is facilitated. In trying to attain goals that are already indicated, the individual is provided with a direction to exert more effort. The identification of goals provide a reason for an individual to persist in his efforts until the goal is attained

A

Work Behavior

39
Q

It provides the individuals with a way of knowing how far they have gone in achieving objectives

A

Feedback

40
Q

It also facilitate the introduction of corrective measures whenever they are found to be necessary.

A

Feedback

41
Q

Individual or groups of individuals may be motivated to perform through the use of various techniques.
These techniques may be classified as follows:

A
  1. Motivation through job design
  2. Motivation through rewards
  3. Motivation through employee participation
  4. Other motivation techniques for the diverse work force
42
Q

It may be defined as “specifying the tasks that constitute a job for an individual or a group.”

A

Job design

43
Q

In motivating through the use of job design, two approaches may be used:

A
  1. Fitting People to Jobs
  2. Fitting Jobs to People
44
Q

Routine and repetitive tasks make workers suffer from chronic dissatisfaction. To avoid this, the following remedies may be adapted:

A
  1. Realistic job previews
  2. Job rotation
  3. Limited exposure
45
Q

This is where management provides honest explanation of what a job actually entails.

A

Realistic Job Previews

46
Q

This is where people are moved periodically from one specialized job to another.

A

Job rotation

47
Q

This is where people a worker’s exposure to a highly fragmented and tedious job is limited.

A

Limited exposure

48
Q

Instead of changing the person, management may consider changing the job. This maybe
archived with the use of following:

A
  1. Job Enlargement
  2. Job Enrichment
49
Q

This is where two or more specialized task in a work flow sequence is combined into a single job.

A

Job Enlargement

50
Q

This is where efforts are made to make jobs more interesting, challenging, and rewarding.

A

Job Enrichment

51
Q

These consist of material and psychological benefits to employees for performing task in the workplace.

A

Rewards

52
Q

Properly administered reward systems can improve ______________.

A

job performance and satisfaction.

53
Q

Rewards may be classified into two categories;

A
  1. Extrinsic rewards
  2. Intrinsic rewards
54
Q

Those which refer to payoffs granted to the individual by another party. Examples are money, employee benefits, promotions, recognition, status symbols, praise, etc.

A

Extrinsic rewards

55
Q

Those which are internally experienced payoffs which are self – granted. Examples are a sense of accomplishment, self –esteem and self- actualization.

A

Intrinsic rewards

56
Q

Management of extrinsic rewards. To motivate job performance effectively, extrinsic rewards must be properly managed in line with the following:

A
  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.
57
Q

When employee participate in deciding various aspects of their jobs, the personal involvement, oftentimes, is carried up to the point where the task is completed.
The specific activities identified where employees may participate are as follows:

A
  1. Setting goals
  2. Making decisions
  3. Solving problems, and
  4. Designing and implementing organizational changes.
58
Q

The more popular approaches to participation includes the following:

A
  1. Quality control circles
  2. Self- managed teams
59
Q

A method of direct employee participation is the _____________.

A

quality control circle (QCC)

60
Q

Its objective is to increase productivity and quality of output.

A

Quality Control Circles

61
Q

These consist of “a group of three to ten employee usually doing related work, who meet at regular intervals (once a week for an hour, for example) to identify problems and discuss their solutions.

A

Quality Control Circles (QCC)

62
Q

It includes “a leader
such as foreman,but rely on democratic process”. The members are trained in various analysis techniques by a coordinator.

A

Quality Control Circle (QCC)

63
Q

When workers have reached a certain degree of discipline, they may be ripe for forming ____________-.

A

self-managed teams

64
Q

Also known as autonomous work groups or high performance teams, ___________ “take on traditional managerial tasks as part of their normal work routine.”

A

self-managed teams

65
Q

They work on their own, turning out a complete product or service and receiving minimal
supervision from managers who act more as facilitators than supervisors.

A

Self-managed teams

66
Q

To succeed, an employee participation program will require the following:

A
  1. A profit-sharing or gainsharing 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 right.
67
Q

The advent of theories on individual differences and the biological clock of human beings, put pressure on the engineer manager to adapt other motivation techniques whenever applicable. These refer to the following:

A
  1. Flexible work schedules
  2. Family support services
  3. Sabbaticals.
68
Q

There is an arrangement, called flextime, which allows employees to determine their own arrival and departure times within specified limits.

A

Flexible Work Schedules

69
Q

There is an arrangement, called ________, which allows employees to determine their own arrival and departure times within specified limits.

A

flextime

70
Q

An engineering firm my allow one group of employees to take the 8:00AM to 5:00 PM schedule, another group takes the 9:00 AM to 6:00 PM schedule, and another takes the 10:00 AM to 7:00 PM schedule. An alternative to this arrangement is the adaption of the forty-hour work in four days allowing the employee to choose a “______”.

A

day-off

71
Q

Employees are oftentimes burdened by family obligations like caring for children. Progressive companies provide day care facilities for children of employees. A multinational company in far flung Davao province has even opened an elementary and a high school within the plantation site.

A

Family Support Services

72
Q

It is one given to an employee after a certain number of years of service. 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.

A

Sabbatical leave

73
Q

Its feature dependes on qualification of the employee. What type of benefit is this?

A

Monthly pay

74
Q

It is given at mid-year. What type of benefit is this?

A

13th month pay

75
Q

It is given at yearend. What type of benefit is this?

A

14th month pay

76
Q

These is given to permanent employees. What type of benefit is this?

A

Housing allowance, Pension plan, Health insurance, and Accident insurance

77
Q

These are given 15 days a year with pay. What type of benefits is this?

A

Sick Leave Benefits and Vacation Leave Benefits

78
Q

It is given to employees with outstanding performance.

A

Paid vacation trip

2nd YR: 1st Sem - FINALS EXAM (6 decks)

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