Midterm 2 - Chapter 7

Question 1

Motivation

Answer 1

A set of energetic forces that determine the direction, intensity, and persistence of an employee’s work effort. Determines what employees do at a given moment. Strong positive correlation with job performance

Question 2

Engagement

Answer 2

Different meanings depending on the context, most often refers to motivation but can refer to affective commitment. Engaged employees are those who invest themselves in their job and bring a lot of energy to their work

Question 3

Expectancy Theory

Answer 3

A theory that describes the cognitive process employees go through to make choices among different voluntary responses

Question 4

Expectancy

Answer 4

The belief that exerting a high level of effort will result in successful performance on some task

Question 5

Self-Efficacy

Answer 5

The belief that a person has the capabilities needed to perform the behaviours required on some task. Enhanced through - past accomplishments, vicarious experiences, verbal persuasion, emotional cues. Employees who feel more efficacious with regard to a particular task will tend to exert more effort

Question 6

Past Accomplishments

Answer 6

Degree to which a person has been successful on similar tasks in the past

Question 7

Vicarious Experiences

Answer 7

Observing others performing the same task

Question 8

Verbal Persuasion

Answer 8

Supportive comments from friends, coworkers, etc

Question 9

Emotional Cues

Answer 9

Fear or anxiety that can decrease expectancy; pride and enthusiasm can boost

Question 10

Instrumentality

Answer 10

The belief that successful performance will result in some outcome or outcomes. Set of subjective probabilities that successful performance will bring a set of outcomes.

Question 11

Valence

Answer 11

The anticipated value of the outcomes associated with successful performance. Can be positive or negative

Question 12

Needs

Answer 12

Grouping or clusters of outcomes viewed as having critical psychological or physiological consequences. Abraham Maslow - human needs are important for understanding why people are drawn to different outcomes. Self-determination theory (Deci and Ryan) - competence, relatedness, autonomy

Question 13

Extrinsic Motivation

Answer 13

Desire to put forth work effort due to some contingency that depends on task performance - Material (pay, benefits, stock options, job security) - Social (praise, respect, recognition)

Question 14

Intrinsic Motivation

Answer 14

Desire to put forth work effort due to the sense that task performance serves as its own reward

Question 15

Meaning of Money

Answer 15

Idea that money can have symbolic values in addition to economic value (achievement, respect, freedom)

Question 16

Motivational Force

Answer 16

According to the expectancy theory - direction of effort is dictated by three beliefs (expectancy, instrumentality, valence) E -> P[(P->O)xV] motivation is 0 if either expectancy, instrumentality, or valence is 0

Question 17

Goal Setting Theory

Answer 17

A theory that views goals as the primary drivers of the intensity and persistence of effort. Goals are the objective or aim of an action and typically refer to attaining a specific standard of proficiency

Question 18

Specific and Difficult Goals

Answer 18

Goals that stretch an employee to perform at his or her maximum level while still staying within the boundaries of his or her ability. Assigning employees specific and difficult goals will result in higher levels of performance

Question 19

Self-Set Goals

Answer 19

The internalized goals that people use to monitor their own progress - drive motivation and behaviour

Question 20

Moderators

Answer 20

Feedback - In goal setting theory, progress updates on work goals; Task Complexity - the degree to which the information and actions needed to complete the task are complicated; Goal commitment - the degree to which a person accepts a goal and is determined to reach that goal

Question 21

SMART Goals

Answer 21

Specific (specified outcome targeted), Measurable (clear if attained or not), Achievable/Action oriented (include actions not just outcomes, Results-based/Realistic (expectation must be realistic), Time-sensitive/Time Bound (when will it be done?). Used by Microsoft

Question 22

Side Effect of Goal Setting - Narrow Focus

Answer 22

Intense, narrow focus can blind people to important issues that appear unrelated to the goal

Question 23

Side Effect of Goal Setting - Multiple Goals

Answer 23

Goals that are easier to achieve and measure (such as quantity) may be given more attention that other goals (such as quality)

Question 24

Side Effect of Goal Setting - Inappropriate Time Horizon

Answer 24

Immediate performance prompt managers to engage in short-term behaviour that harms the organization in the long-run

Question 25

Side Effect of Goal Setting - Risk Taking

Answer 25

Specific, challenging goals cause people to adopt riskier strategies than those will less challenging or vague goals

Question 26

Side Effect of Goal Setting - Risk of Unethical Behaviour

Answer 26

In extreme cases unethical behaviour may be tempting to complete extreme goals or to take a short cut

Question 27

Equity Theory

Answer 27

A theory that suggests that employees create a mental ledger of the outcomes they receive for their job inputs, relative to some comparison other. Motivation is maximized when an employee's ratio of outcomes to inputs matches those of some comparison other. Motivation also depends on outcomes received by other employees

Question 28

Comparison Other

Answer 28

Another person who provides a frame of reference for judging equity

Question 29

Equity Distress

Answer 29

An internal tension that results form being over rewarded or under rewarded relative to some comparison other

Question 30

Cognitive Distortion

Answer 30

A re-evaluation of the inputs an employee brings to a job, often occurring in response to equity distress

Question 31

Internal Comparisons

Answer 31

Comparing oneself to someone in your same company

Question 32

External Comparions

Answer 32

Comparing oneself to someone in a different company

Question 33

Psychological Empowerment

Answer 33

An energy rooted in the belief that tasks are contributing to some larger purpose. Represents a form of intrinsic motivation

Question 34

Meaningfulness

Answer 34

A psychological state reflecting one's feelings about work tasks, goals, and purposes, and the degree to which they contribute to society and fulfill one's ideals and passions

Question 35

Self-Determination

Answer 35

A sense of choice in the initiation and continuation of work tasks. Allows employees to pursue activities that they find meaningful and interesting - intrinsic motivation

Question 36

Competence

Answer 36

The capability to perform work tasks successfully

Question 37

Impact

Answer 37

The sense that a person's actions make a difference - that progress is being made toward fulfilling some important purpose

Question 38

Factors that effect job performance

Answer 38

Self Efficacy/competence - the strongest motivating force on performance; Difficult goals - people with these goals outperform those who dont have them; Valences - instrumentalities and expediencies are important; Equity perceptions

Question 39

Equity Perceptions

Answer 39

Employees who feel equity on the job are more emotionally attached to their firms and likely to engage in citizenship behaviours