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Performance Management > Prelims > Flashcards

Prelims Flashcards

1
Q

• Process of setting expectations, aligning goals, assessing
results and focusing on staff development through
ongoing conversations between managers and their
direct report
• Ensure organizations are able to achieve its objectives
• Set goals that are achievable

A

Performance Management System

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2
Q

2 Governing Principles in the World

A

VUCA- volatility, uncertainty, complexity and ambiguity
BANI- brittle, anxious, non-linear and incomprehensible

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3
Q

quality of subject to frequent, rapid,
significant change

A

Volatility

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4
Q

unpredictability of outcomes of the
events

A

Uncertainty

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5
Q

multiplicity of issues of factors

A

Complexity

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6
Q

lack of clarity or difficulty of understanding
what the situation is.

A

Ambiguity

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7
Q

Unexpected. Everything that we have can be lost in a snap. Standing in a brittle foundation

A

Brittle

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8
Q

Anxiety. Too much information to handle

A

Anxious

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9
Q

Not sure, long-term plans will definitely change

A

Non-linear

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10
Q

There are a lot of Questions with answers but not satisfaction.

A

Incomprehensible

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11
Q

the level of commitment,
energy and innovation that a company’s staff hold during the working day

A

Employee motivation

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12
Q

comes from the
Latin word “movere,” meaning “to move.”

A

Motivation

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13
Q

crucial driver of success in the
workplace

A

Motivation

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14
Q

an individual is motivated from within.

A

Intrinsic motivation

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15
Q

an individual’s motivation is
stimulated by external factors- rewards and recognition.

A

Extrinsic motivation

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16
Q

This are incentives or rewards that are directly related to an employee’s compensation, financial well-being or economic needs

A

Financial motivator

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17
Q

A behavioral scientist who proposed the two-factor theory, says there are two factors to which an organization can adjudt to influence the levels of motivation at the workplace

A

Frederick Herzberg

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18
Q

Involves a multiplicity of issies and factors, some of which kay be intricately interconnected

A

Complexity

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19
Q

Condiions are unstable, outcomes are hard to foresee. An outdated framework due to volatility being the new normal

A

VUCA

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20
Q

A motivation that drives an individual to engage in an activity because it personally rewards them and brings inner satisfaction

A

Intrinsic motivation

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21
Q

This are intangible reqards or factors that contribute to an employee’s job satisfaction and motivation but do not involve direct monetary compensation

A

Non-Financial Motivator

22
Q

The term used to describe the level of commitment, energy and innovation that employees bring to their work during the working day

A

Employee motivation

23
Q

A Two-factor theory that affect an individual’s satisfaction and motivation level

A

Herzberg’s Theory of Motivation

24
Q

Shaped by a lack of clarity and difficulty understanding exactly what the situation is

A

Ambiguity

25
Q

It describes a new world in which the old values and rules no longer apply. Conditions are chaotic, outcomes are unpredictable

A

BANI

26
Q

It encourages employees to work harder. They are the factors found in thr workplace

A

Motivation factors

27
Q

A motivation characterized by the desire to perform a task in order to obtain a rewaed or avoid punishment

A

Extrinsic Motivation

28
Q

The kind of illusive fortress that seemingly solid systems have but which can easily crumble

A

Brittle

29
Q

Surrounding factors that facilitate employees’ behavior. This arenot related to workplace satisfaction but must be present in the workplace in order to prevent dissatisfaction

A

Hygienic Factors

30
Q

Occurs when events and outcomes are unpredictable

A

Uncertainty

31
Q

5 motivating factors

A

Recognition
Growth
Achievement
The work itself
Responsibility

32
Q

5 hygienic factors

A

Security
Company policies
Salary
Work conditions
Manager/Supervisor

33
Q

an intrinsic and internal drive to put forth the necessary
effort and action towards work-related activities.

A

EMPLOYEE MOTIVATION

34
Q

willingness to expend energy to achieve a goal or a reward.

A

Motivation

35
Q

the sum of the
processes that influence the arousal, direction, and
maintenance of behaviors relevant to work settings’.

A

Motivation at work

36
Q

• workers are motivated by money.
• giving employee’s individual tasks, supplying them with the
best tools and paying them based on their productivity was
the best way to motivate them

A

Taylorism byFredrick Winslow Taylor

37
Q

• the idea that people change their behavior as a reaction to
being observed.
• employee’s productivity increased when they knew they
were being watched.
• employees were more motivated when they were allowed
to give input on their working conditions and that input was
valued.

A

Hawthorne effect by Elton Mayo

38
Q

Classical Theories of Motivation

A
  • Maslow’s Theory
  • Herzberg’s Theory
  • Theory X and Theory Y
39
Q

charted set of human requirements that are important for
an individual to achieve complete development and selfactualization

A

Maslow’s Hierarchy of Needs

40
Q

Developed by Abraham Maslow
• hierarchy of needs
• work their way up through these needs.

A

Maslow’s Theory

41
Q

Developed by Frederick Herzberg
• two-factor theory or the motivator-hygiene theory
• job factors that result in satisfaction; job factors that
prevent dissatisfaction

A

Herzberg’s Theory

42
Q

Developed by Douglas McGregor
• suggests two aspects of human behavior at work

A

Theory X and Theory Y

43
Q

states that certain factors in the workplace cause job
satisfaction while a separate set of factors cause
dissatisfaction, all of which act independently of each other.

A

Herzberg’s Theory of Motivatio

44
Q

involves high
supervision and control over the subordinates, and greater
degree of centralization. Theory Y, is an advanced theory,
wherein it is assumed that the workers are self-directed and
self-motivated, for growth and development and takes active
part in decision making.

A

Theory X and Theory Y

45
Q

Modern Theories of Motivation

A

• Acquired Needs Theory
• Goal Setting Theory
• Theory of Self Efficacy
• Reinforcement Theory
• Cognitive Evaluation Theory
• Equity Theory
• Expectancy Theoryq

46
Q

states that specific and challenging goals, along with
appropriate feedback, contribute to higher and better task
performance.

A

Goal Setting Theory Principles

47
Q

The theory follows the principle that people are likely to engage
in activities to the extent that they perceive themselves to be
competent at those activities

A

Self-Efficacy Theory by Albert Bandura

48
Q

It states that individual’s behavior is a function of its
consequences.
This theory focuses totally on what happens to an individual
when he takes some action

A

Reinforcement Theory by B.F. Skinner

49
Q

a theory in Psychology that is designed to explain the effects of external consequences on internal motivation

A

Cognitive Evaluation Theory

50
Q

describes the relationship between the employee’s perception
of how fairly is he being treated and how hard he is motivated
to wor

A

Equity Theory by John Stacey Adams

51
Q

basically, states that a person behaves the way they do because
they are motivated to select that behavior ahead of others
because of what they expect the result of that behavior to be.

A

Expectancy Theory by Victor Vroom

52
Q

Motivational force =

A

Expectancy x Instrumentality x Valence

Performance Management (1 decks)

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