MGT 3310-Chapter 12-Motivating Employees
Terms
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- Motivation
- The psychological processes that arouse and direct goal-directed behavior
- Extrinsic reward
- The payoff, such as money, a person receives from others for performing a particular task
- Intrinsic reward
- The satisfaction, such as a feeling of accomplishment, a person receives from performing the particular task itself
- Need-based, process and reinforcement
- What are the three major perspectives on motivation?
- Need-based perspectives AKA content perspectives
- Theories that emphasize the needs that motivate people
- Need
- Physiological or psychological deficiencies that arouse behavior
- Maslow, Herzberg and McClelland
- What three needs based theorists are mentioned in chap 12.
- Hierarchy of needs theory
- This theory proposes that people are motivated by five levels of needs
- Unfulfilled OR “Deprivedâ€
- According to Maslow, our actions are aimed at fulfilling the ______ needs?
- Physiological needs
- The need for food, clothing, shelter, comfort and self-preservation would be needs found in what level of Maslow’s hierarchy of needs theory?
- Safety needs
- Once you have satisfied your physiological needs, according to Maslow, you would then be motivated to satisfy what needs?
- Belongingness needs
- Once you have satisfied your safety needs, according to Maslow, you would then be motivated to satisfy what needs?
- Esteem needs
- The need for self-respect, status, reputation, recognition, and self-confidence would be needs found in what level of Maslow’s hierarchy of needs theory?
- Self-actualization needs
- Once you have satisfied your esteem needs, according to Maslow, you would then be motivated to satisfy what needs?
- Two-factor theory
- Theory that proposed that work satisfaction and dissatisfaction arise from two different factors.
- Hygiene factors
- Factors associated with job dissatisfaction – such as salary, working conditions, interpersonal relationships, and company policy – all of which affect the job context in which people work.
- Motivating factors AKA motivators
- Factors associated with job satisfaction – such as achievement, recognition, responsibility, and advancement – all of which affect the job content or the rewards of work performance.
- Frederick Herzberg
- This theorist arrived as his needs-based theory as a result of a landmark study of 203 accountants and engineers, who were interviewed to determine the factors responsible for job satisfaction and dissatisfaction.
- Abraham Maslow
- Psychology professor proposed the hierarchy of needs theory
- David McClelland
- Psychologist who investigated the needs for affiliation and power as a consequence proposed the acquired needs theory
- Acquired needs theory
- Theory which states that three needs – achievement, affiliation and power – are major motives determining people’s behavior in the workplace
- Need for achievement
- The desire to excel, to do something better or more efficiently, to solve problems, to achieve excellence in challenging tasks
- Need for affiliation
- This is the desire for friendly and warm relations with other people
- Need for power
- This is the desire to be responsible for other people, to influence their behavior or to control them
- Two
- How many different approaches are there to job design?
- Personal power
- This negative kind of the need for power is expressed in the desire to dominate others, and involves manipulating people for one’s own gratification
- Institutional power
- This positive kind of the need for power is expressed in the need to solve problems that further organizational goals.
- High need for achievement
- If you are happy with accomplishment of a task being its own reward, don’t mind or even prefer working alone, and are willing to take moderate risks, then you probably have a high what?
- High need for power
- If you enjoy being in control of people and events and being recognized for this responsibility you are high in what need?
- Process perspectives
- Perspectives that are concerned with the thought processes by which people decide how to act
- Expectancy theory, equity theory and goal-setting theory
- What are the three process perspectives on motivation
- Expectancy theory
- This theory suggests that people are motivated by two things (1) how much they want something, and (2) how likely they think they are to get it.
- Victor Vroom
- Expectancy theory was proposed by what theorist
- Expectancy
- The belief that a particular level of effort will lead to a particular level of performance
- Instrumentality
- The expectation that successful performance of the task, will lead to the outcome desired
- Valence
- The importance a worker assigns to the possible outcome or reward
- Equity theory
- Theory that focuses on employee perceptions as to how fairly they think they are being treated compared to others
- J. Stacy Adams
- Who proposed equity theory?
- Inputs
- This refers to the time, effort, training, experience and intelligence that people perceive they give to an organization
- Outputs or Rewards
- The rewards that people receive from an organization such as pay, benefits, praise, recognition, bonuses and promotions.
- Ratio/ratio
- Equity theory suggests that people compare the ___ of their own outcomes to inputs against the ____ of someone else’s outcomes to inputs.
- Perception
- The most important result of research on equity theory is that: no matter how fair managers think the organization’s policies, procedures, and reward system are, each employee’s ______ of those factors is what counts
- Goal-setting theory
- This theory suggests that employees can be motivated by goals that are specific and challenging but achievable.
- Edwin Locke and Gary Latham
- Who developed goal-setting theory?
- Specific, challenging and achievable
- To result in high motivation and performance, according to goal-setting theory, goals should have three characteristics.. what are they?
- Goal
- An objective that a person is trying to accomplish through his or her efforts
- B.F. Skinner
- Who was the father of operant conditioning?
- Effect
- Operant conditioning rests on Thorndike’s law of ____
- Law of effect
- This states that behavior that results in a pleasant outcome is likely to be repeated and behavior that results in unpleasant outcomes is not likely to be repeated
- Reinforcement theory
- Theory which attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated whereas behavior with negative consequences tends not to be repeated.
- Operant conditioning
- The process of controlling behavior by manipulating its consequences
- Reinforcement
- Anything that causes a given behavior to be repeated or inhibited
- Four
- How many types of reinforcement are there?
- Positive reinforcement, negative reinforcement, extinction and punishment
- What are the four types of reinforcement?
- Positive reinforcement
- The use of positive consequences to encourage desirable behavior
- Negative reinforcement
- The removal of unpleasant consequences following a desired behavior
- Extinction
- The withholding or withdrawal of positive rewards for desirable behavior, so that the behavior is less likely to occur in the future
- Punishment
- The application of negative consequences to stop or change undesirable behavior
- Desirable
- You should give rewards to your employees only when they show what types of behavior?
- Undesirable
- You should give punishment only when employees show frequent ____ behavior?
- Job design
- The division of the organization’s work among its employees and (2) the application of motivational theories to jobs to increase satisfaction and performance.
- Fitting people to jobs
- This way of job design is based on the assumption that people will gradually adapt to any work situation.
- Fitting jobs to people
- This way of job design is based on the assumption that people are underutilized at work and that they want more variety, challenges, and responsibility.
- Job simplification
- The process of reducing the number of tasks a worker performs
- Job enlargement
- This consists of increasing the number of tasks in a job to increase variety and motivation
- Job enrichment
- This is the practical application of Frederick Herzberg’s two-factor motivation-hygiene theory of job satisfaction
- Job characteristics model
- This model consists of five core job characteristics
- Skill variety
- This describes the extent to which a job requires a person to use a wide range of different skills and abilities
- Task identity
- This describes the extent to which a job requires a worker to perform all the tasks needed to complete the job from beginning to end
- Task significance
- This describes the extent to which a job affects the lives of other people, whether inside or outside the organization
- Autonomy
- This describes the extent to which a job allows an employee to make choices about scheduling different tasks and deciding how to perform them
- Feedback
- This describes the extent to which workers receive clear, direct information about how well they are performing the job.
- J. Richard Hackman and Greg Oldham
- Who developed the job characteristics model?
- Job diagnostic survey
- Hackman and Oldham developed a self-report instrument for managers to use called what?
- MPS motivating potential score
- The Job diagnostic survey indicates whether an individual’s score on this variable is high or low
- Pay for performance
- This bases pay on one’s results
- Piece rate
- Employees are paid according to how much out put they produce
- Sales commission
- Sales representatives are paid a percentage of the earnings the company made from their sales
- Bonuses
- Cash awards given to employees who achieve specific performance objectives
- Profit sharing
- The distribution to employees of a percentage of the company’s profits
- Gain sharing
- The distribution of savings or ‘gains’ to groups of employees who reduced costs and increased measurable productivity
- Pay for knowledge
- This ties employee pay to the number of job-relevant skills or academic degrees they earn
- Flexible workplace
- This includes part-time work, flextime, compressed workweek, job sharing and telecommuting.
- Sabbaticals
- Time off from work to recharge oneself