Motivation ch 5

Question 1

determinants of job performance

Answer 1

1. Willingness
2. Opportunity
3. Capacity

Question 2

Motivation

Answer 2

The forces within a person that affect the direction, intensity, and persistence of voluntary behavior

Exerting particular effort level (intensity), for a certain amount of time (persistence), toward a particular goal (direction).

Question 3

Motivation componenets

Answer 3

1. direction
2. percistance
3. Intensity

Question 4

Needs

Answer 4

• Deficiencies an individual experiences at a particular time
• May be physiological, psychological, or sociological

(Those with deficiencies are more susceptible to motivational efforts)
(Needs trigger tension and a search for ways to reduce it)

Question 5

Motivational process

Answer 5

need deficiency-> search for ways to satisfy need-> goal-directed behaviour-> Performance (evaluation of goal accomplishement)-> reward or punishement-> need deficiencies are reassesed by employee

Question 6

Content theories

Answer 6

Focus on factors within the person that energize, direct, sustain and top behaviour. (can only be inferred)

(managers need to be aware of individual differences)

Question 7

Content theories focus on

Answer 7

-Factors within the person
-The needs that motivate people

Question 8

Process theories

Answer 8

Describe, explains and analyses how behaviour is energized, directed, sustained and stopped

(managers need to understand decision making processand motivation of employees)

Question 9

Process theories describe, explain, and analyze how behavior is…

Answer 9

Energized
Directed
Sustained
Stopped

Question 10

Content motivation theories

Answer 10

1. maslows need hirarchy
2. Aldergers ERG theory
3. Herzbers two-factor theory
4. McClellands learned needs theory

Question 11

Maslows need hirarchym (pyramid)

Answer 11

^ Self actualization
/ \ Esteem
/ \ Belongigness
/ \ Safety
/ \ Physiological

Question 12

A satisfied need

Answer 12

doesnt motivate anymore

Question 13

unsatisfied needs

Answer 13

can cause frustration, conflict and stress

Question 14

People have a need to grow and develope

Answer 14

strive to move up the pyramid

Question 15

Strongest effect

Answer 15

lowest unmet need (ex physiological)

Question 16

when lower need is met

Answer 16

next higher step is strongets motivator

Question 17

Self-actualization

Answer 17

a growth need because people desire more rather than less of it when satisfied

Question 18

Maslows theory problems

Answer 18

• lack of support for theory
• people have different order of hirarchy
• needs change more rapidly than maslow stated

Question 19

Alderfer’s ERG Theory

Answer 19

• Existence = physiological and safety
• Relatedness = belongingness, social, love
• Growth = esteem and self- actualisation

Question 20

Alderfer’s ERG Theory- frustration-regression process

Answer 20

If one continually fails to satisfy growth needs, relatedness needs reemerge
Efforts will be redirected toward satisfying a lower-order need

Question 21

Herzberg’s Two-Factor Theory factors

Answer 21

1. Dissatisfiers-satisfiers (hygiene factors)
2. Satisfiers-motivators (intrinsic conditions)

Question 22

1. Dissatisfiers-satisfiers (hygiene factors) neutral or bad

Answer 22

Salary, job security, working conditions, status, company procedures, interpersonal relations

Question 23

2. Satisfiers-motivators (based on motivators) neutal or good

Answer 23

The job content, achievement, recognition, responsibility, advancement, possibility of growth

Question 24

Criticisms of Herzberg’s Theory

Answer 24

• Over-simplifies the nature of job satisfaction
• Requires people to look at themselves retrospectively
• Only self-reports of performance over long period of time were used in original study
• Little testing of motivational and performance consequences of the theory

Question 25

Job enrichement

Answer 25

- Builds personal achievement, recognition, challenge, responsibility, and growth opportunities into a job - Increases individual motivation by providing more discretion and accountability

Question 26

McClelland’s Learned Needs Theory

Answer 26

believes needs are acquired from culture. When a need is strong, there is motivation to use behavior that leads to its satisfaction

Question 27

McClelland´s needs

Answer 27

1. Need for achievement 2. Need for affiliation 3. Need for power

Question 28

Factors reflecting a high n Ach

Answer 28

- Likes to take responsibility for solving problems - Sets moderate achievement goals and takes calculated risks - Desires feedback on performance

Question 29

Factors reflecting a high n Pow

Answer 29

- Concentrates on obtaining and exercising power and authority - Concerned with influencing others and winning arguments - Power can be negative or positive

Question 30

Factors reflecting a high n Aff

Answer 30

- Desires social interaction - Concerned about the quality of personal relationships - Social relationships take precedence over task accomplishment

Question 31

Process theories focus primarily on

Answer 31

the needs and incentives that cause behavior.

Question 32

Process Theories of Motivation

Answer 32

- Expectency theory - Equity theory

Question 33

Vroom’s Expectancy Theory

Answer 33

1. Employees are more likely to be motivated when they perceive that effort = successful performance + desired rewards and outcomes 2. Motivation is a process governing choices among alternative forms of voluntary activity 3. Most behaviors are under the voluntary control of the individual and consequently are motivated

Question 34

equity theory is based on

Answer 34

the idea that individuals are motivated by fairness, and if they identify inequities in the input or output ratios of themselves and their referent group, they will seek to adjust their input to reach their perceived equity.

Question 35

Instrumentality

Answer 35

The perception that first-level outcomes (performance) are tied to second-level outcomes (rewards or punishment)

Question 36

Valence

Answer 36

An individual’s preferences for outcomes

Question 37

Expectancy

Answer 37

Belief that a particular behavior will be followed by a particular outcome

Question 38

Expectancy theory process

Answer 38

Effort (probab that effort gives desired performance) -> Performance (prob that performance gives desired outcome) -> Valence (preference for outcome as seen by individual)

Question 39

Equity theory

Answer 39

One’s perception of being treated fairly in social exchanges can influence motivation

Question 40

Equity exists when

Answer 40

one perceives that the ratio of their inputs (efforts) to their outcomes (rewards) equals the ratios of other employees

Question 41

Person

Answer 41

The individual for whom equity or inequity is perceived

Question 42

Comparison other

Answer 42

Any group or persons used as a referent by Person, regarding the ratio of inputs and outcomes

Question 43

Inputs

Answer 43

The individual characteristics brought by Person to the job

Question 44

Outcomes

Answer 44

What Person received from the job

Question 45

Equity theory process

Answer 45

P with I gets O -> compares I/O with Ref P -> P regards Ref P I and O -> percives-> equity or inequity

Question 46

Change Procedures to Restore Equity

Answer 46

changing: - inputs - outcomes - attitudes - ref person - I and O of ref P leaving the field

Question 47

organizational justce

Answer 47

The degree to which individuals feel fairly treated at the workplace

Question 48

Dimensions of org justice

Answer 48

1. Distributive 2. Procedural 3. interpersonal 4. informational

Question 49

Distributive Justice

Answer 49

People are more inclined to interpret decisions as fair when resources and rewards are distributed fairly

Question 50

Procedural Justice

Answer 50

People are more inclined to interpret decisions as fair when… - They have a voice in the decision - Decision making is consistent - The process and procedures conform to ethical and moral values

Question 51

Interpersonal Justice

Answer 51

- Judgments made by employees as to whether they feel they are treated fairly - Perceptions of justice are higher when employees are treated with dignity and respect - Abusive supervisors are common - Employees who experience bullying and incivility are more likely to quit

Question 52

Informational Justice

Answer 52

- Perceived fairness of the communication provided to employees from authorities - Keep many channels open and communicate frequently - Utilize informal chats - Don’t sugarcoat bad news

Question 53

summary

Answer 53

1. Managers can influence the motivation state of employees. If performance needs to be improved, then managers must intervene and help create an atmosphere that encourages, supports, and sustains improvement. 2. Managers should be sensitive to variations in employees’ needs, abilities, and goals. Managers also must consider differences in preferences (valences) for rewards. 3. Continual monitoring of needs, abilities, goals, and preferences of employees is each individual manager’s responsibility and is not the domain of personnel/human resource managers only. 4. Managers need to work on providing employees with jobs that offer task challenge, diversity, and a variety of opportunities for need satisfaction.

Question 54

Goal-setting theory refers to

Answer 54

the effects of setting goals on subsequent performance.

Question 55

Reinforcement theory of motivation

Answer 55

states that individual’s behaviour is a function of its consequences. It is based on “law of effect”, i.e, individual’s behaviour with positive consequences tends to be repeated, but individual’s behaviour with negative consequences tends not to be repeated.