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BUSMHR 3200 > Week 2 (Motivation and engagement) > Flashcards

Week 2 (Motivation and engagement) Flashcards

1
Q

what are the engines of human performance ?

A

motivation and engagement

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2
Q
  • the sum total of all things in the work experience that affect (or are available) to an employee
  • can be tangible or intangible
  • each persons will be different
  • organizations need to fully focus on this
  • goal is to find a set of this that are meaningful to widest possible group of employees
    what is this ?
A

total rewards

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3
Q

the psychological processes that underline the direction, intensity, and persistence of behavior or thought
what is this ?

A

motivation

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4
Q

what do all the letters stand for in the fundamental equation regarding performance ?
P = A x M x O

A

P = performance
A = ability
M = motivation
O = opportunity
need all 3 elements in model

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5
Q

what are the two types of motivations ?

A

extrinsic and intrinsic

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6
Q

result of potential or actual recent of external rewards
what is this ?

A

extrinsic motivation

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7
Q

inspired by the positive internal feelings that are generated by doing well
what is this ?

A

intrinsic motivation

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8
Q

based on idea that an employees needs influence his or her motivation
what is this ?

A

content theories of motivation

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9
Q

physiological or psychological deficiencies that arouse and drive behavior
what is this ?

A

needs

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10
Q
  • mallows need hierarchy theory
  • alderfers ERG theory
  • McClellands need theory
    are all theories of what ?
A

needs

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11
Q
  1. self actualization needs
  2. esteem needs
  3. social/”love” needs
  4. safety needs
  5. physiological needs
    what are these ?
A

mallows need hierachy theory

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12
Q

what are the bottom three needs in mallows hierarchy defined as ?
1. physiological needs
2. safety needs
3. social/”love” needs

A

deficiency needs

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13
Q

what are the top two needs in mallows hierachy need theory classified as ?
1. self actualization needs
2. esteem needs

A

growth needs

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14
Q

is mallows a strict hierarchy ?

A

yes

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15
Q
  1. growth needs
  2. relatedness needs
  3. existence needs
    what is this ?
A

alderfers erg theory

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16
Q

is alderfers erg theory a strict hierarchy theory ?

A

no

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17
Q
  • 28 needs
  • states that three needs, achievements, affiliation, and power are the key drivers of employee behavior
    what is this ?
A

mcclellands acquired needs theory

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18
Q

assumes that three innate needs influence our behavior and well being- the needs for competence, autonomy, and relatedness
what is this ?

A

self determination theory

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19
Q

proposed that Jon satisfaction and dissatisfaction arise from two different sets of factors- satisfaction comes from motivating factors and dissatisfaction from hygiene factors
what is this ?

A

motivator hygiene theory

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20
Q

include company policy and administration, technical supervision, salary, interpersonal relationships with supervisors, and working conditions. they cause a person to move from state of no dissatisfaction to dissatisfaction
what is this ?

A

hygiene factors

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21
Q

include achievement, recognition, characteristics of the work, responsibility, and advancement. they cause a person to move from a state of no satisfaction to satisfaction
what is this ?

A

motivating factors (motivators)

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22
Q

describe how various person factors and situation factors in the organizing framework affect motivation
what is this ?

A

process theories of motivation

23
Q

in a role often a function of fit between the job and persons needs
what is this ?

A

success

24
Q
  • focuses on design of job having implications for improved satisfaction, motivation and performance and reduced absenteeism, turnover, etc.
    1. job enlargement
    2. job enrichment
    3. job rotation
    4. job crafting
    5. job simplification
    6. job characteristics model
    what is this ?
A

job design approaches to motivation

25
Q

any set of activities that alter jobs to improve the quality of employee experience and level of productivity
what is this ?

A

job design

26
Q

puts more variety into a workers job by combining specialized tasks of comparable difficulty
what is this ?

A

job enlargement

27
Q

moving employees from one specialized job to another
what is this ?

A

job rotation

28
Q

modifies a job such that an employee has the opportunity to experience achievement, recognition, stimulating work, responsibility, and advancement
what is this ?

A

job enrichment

29
Q

promotes high intrinsic motivation by designing jobs that possess five core job characteristics
what is this ?

A

job characteristics model

30
Q
  1. skill variety
  2. task identity
  3. task significance
  4. autonomy
  5. feedback
    what is this ?
A

job characteristic model

31
Q

the extent to which the job requires and individual to perform a variety of tasks that require him or her to use different skills and abilities
which job characteristic is this ?

A

skill variety

32
Q

the extent to which the job requires an individual to perform a whole or completely identifiable piece of work. task identity is high when a person works on a product or project from beginning to end and sees a tangible result
which job characteristic is this ?

A

task identity

33
Q

the extent to which the job affects the lives of other people within or outside the organization
which job characteristic is this ?

A

task significance

34
Q

the extent to which the job enables an individual to experience freedom, independence, and discretion in both scheduling and determining the procedures used in completing the job
which job characteristic is this ?

A

autonomy

35
Q

the extent to which an individual receives direct and clear information about how effectively he or she is performing the job
which job characteristic is this ?

A

feedback

36
Q
  • creates psychological discomfort
A

cognitive dissonance

37
Q

a model of motivation that explains how people strive for fairness and justice in social exchanges of give and take relationship
what is this ?

A

equity theory

38
Q

what are the 3 elements of equity ?

A
  1. outputs
  2. inputs
  3. comparison
39
Q

what I do perceive that I’m getting out of my job
what is this ?

A

outputs

40
Q

what do I perceive that I’m putting into my job
what is this ?

A

inputs

41
Q

how does my ratio of outputs to inputs compare with those of relevant others
what is this ?

A

comparison

42
Q
  • outcomes; what one gets from the job (both tangible and intangible)
  • inputs; what one puts into the job (both tangible and intangible)
  • outcomes/inputs ratio (can be equitable or inequitable)
  • this ratio is what can create dissonance and motivate behavior
    what is this
A

components of Adams equity theory

43
Q

employment terms individuals negotiate for themselves, taking myriad forms from flexible schedules to career development
what is this ?

A

idiosyncratic deals (I-deals)

44
Q
  • goals should be difficult and ambitious but achievable
  • try to quantify goals and use the smart acronym
  • provide regular feedback (constructive and positive)
  • use whatever type of goal setting seems appropriate
  • follow up on goals, actions and outcomes regularly
  • treat employees equitably depending on goal attainment
    whats this
A

what we do know about goals and success

45
Q

what are the 3 justices in organizational justice theory ?

A
  1. distributive justice
  2. procedural justice
  3. interactional justice
46
Q

the perceived fairness of how resource and rewards are distributed (decision itself)
which justice is this

A

distributive justice

47
Q

the perceived fairness of the processes and procedures used to make allocation decisions
which justice is this

A

procedural justice

48
Q

the extent to which people feel fairly treated when decisions and procedures are implemented
which justice is this

A

interactional justice

49
Q
  • an effective or emotional response to ones job
  • satisfaction moderately correlated with most work outcomes/measures
  • satisfied employees may not necessarily be high performing, innovative, enthusiastic
    what is this
A

job satisfaction

50
Q

holds that people are motivated to behave in ways that produce desired combinations of expected outcomes
what is this ?

A

expectancy theory

51
Q
  1. expectancy (can I achieve may desired level of performance
  2. instrumentality (what intrinsic and extrinsic rewards will I receive if I achieve my desired level of performance)
  3. valence (how much do I value the rewards I receive)
    what is this ?
A

three key elements of vrooms expectancy theory

52
Q
  1. goals that are specific and difficult lead to higher performance then general goals like “do your best” or “improve performance”
  2. certain conditions are necessary for goal setting to work
  3. performance feedback and participation in deciding how to achieve goals are necessary but no sufficient for goal setting to work
  4. goal achievement leads to job satisfaction, which in turn motivates employees to set and commit to even higher levels of performance
    what is this ?
A

Edwin Locke and Gary lathams theory of goal setting

53
Q

employees attempts to proactively shape their work characteristics
what is this ?

A

job crafting

54
Q
  1. goals direct attention
  2. goals regular effort
  3. goals increase persistence
  4. goals foster the development and application of task strategies and action plans
    what is this ?
A

mechanisms behind the power of goal setting

BUSMHR 3200 (32 decks)

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