EXAM 2 MGMT chapter 9

merit pay plan

a compensation plan that bases pay on performance

employee stock option

a financial instrument that entitles the bearer to buy shares of an organization's stock at a certain price during a certain period or under certain conditions

Herzberg's motivator-hygiene theory

a need theory that distinguishes between motivator needs and hygiene needs and proposes that motivator needs must be met for motivation and job satisfaction to be high

self-efficacy

a person's belief about his or her ability to perform a behavior successfully

informational justice

a person's perception of the extent to which his or her manager provides explanations for decisions and the procedures used to arrive at them

distributive justice

a person's perception of the fairness of the distribution of outcomes in an organization

interpersonal justice

a person's perception of the fairness of the interpersonal treatment he or she receives form whoever distributes outcomes to him or her

procedural justice

a person's perception of the fairness of the procedures that are used to determine how to distribute outcomes in an organization

learning

a relatively permanent change in knowledge or behavior that results from practice or experience

need

a requirement or necessity for survival and well-being

equity theory

a theory of motivation that focuses on people's perceptions of the fairness of their work outcomes relative to their work inputs

goal-setting theory

a theory that focuses on identifying the types of goals that are most effective in producing high levels of motivation and performance and explaining why goals have these effects

social learning theory

a theory that takes into account how learning and motivation are influenced by people's thoughts and beliefs and their observations of other people's behavior

punishment

administering an undesired or negative consequence when dysfunctional behavior occurs

Maslow's hierarchy of needs

an arrangement of five basic needs that, according to Maslow, motivate behavior. Maslow proposed that the lowest level of unmet needs is the prime motivator and that only one level of needs is motivational at a time

self-reinforcer

any desired or attractive outcome or reward that a person gives to himself or herself for good performance

input

anything a person contributes to his or her job or organization

outcome

anything a person gets from a job or organization

intrinsically motivated behavior

behavior that is performed for its own sake

prosaically motivated behavior

behavior that is performed to benefit or help others

extrinsically motivated behavior

behavior that performed to acquire material or social rewards or to avoid punishment

A real-estate agent, who is paid on the basis of the percentage of the sale price of a house sold, is said to be paid on a(n) ________ basis.

commission

extinction

curtailing the performance of dysfunctional behaviors by eliminating whatever is reinforcing them

Jane, an employee at Paulson, has been promoted recently due to the huge success of two projects she had delivered that generated more revenue and further projects for PP Tech. She is highly motivated by the promotion and perceives ________ justice of the firm to be high.

distributive

negative reinforcement

eliminating or removing undesired outcomes when people perform organizationally functional behaviors

Maria, a middle manager, enjoys talking over work situations with Daniel, her subordinate, who is a first-line supervisor. However, she notices that Daniel frequently brings problems to her that he expects her to solve, rather than solving them himself. Since Daniel has been a supervisor for a significant length of time, he should be more independent in his actions. She stops acting interested in the problems Daniel brings to her and makes her responses brief. Maria is practicing ________.

extinction

Behavior that is performed in order to acquire either a material or a social reward is called intrinsically motivated behavior.

false

punishment involves removing a negative consequence when dysfunctional behaviors occur

false

positive reinforcement

giving people outcomes they desire when they perform organizationally functional behaviors

In general, motivation of employees in an organization is high with _____ interpersonal justice and ________ informational justice

high; high

expectancy

in expectancy theory, a perception about the extent to which effort results in a certain level of performance

instrumentality

in expectancy theory, a perception about the extent to which performance results in the attainment of outcomes

valence

in expectancy theory, how desirable each of the outcomes available from a job or organization is to a person

a computer programmer who does his or her job well because he or she enjoys solving complicated computer problems is said to be__________.

intrinsically motivated

Barbara is the dean of the College of Business. She enjoys the pace of her work and the feeling of accomplishment she gets when she is able to initiate a new program to help students. The salary she receives is attractive and allows her to travel abroad on her vacations. Barbara ________.

is both intrinsically and extrinsically motivated

inequity

lack of fairness

vicarious learning

learning that occurs when the learner becomes motivated to perform a behavior by watching another person performing it and being reinforced for doing so; also called observational learning

a worker who is paid on the basis of the number of computer components produced per day is said to be paid on a(n) ______ basis.

piece-rate

motivation

psychological forces that determine the direction of a person's behavior in an organization, a person's level of effort, and a person's level of persistence

A subordinate performs a dysfunctional behavior, and her manager administers an undesired consequence to the subordinate. This is known as ________.

punishment

According to Maslow's hierarchy of needs theory, which of the following is the highest level of needs of workers?

self-actualization

according to goal-setting theory, to stimulate high motivation and performance, goals must be_____.

specific and difficult

need for power

the extent to which an individual desires to control or influence others

need for achievement

the extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence

need for affiliation

the extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around him or her get along with each other

underpayment inequity

the inequity that exists when a person perceives that his or her own outcome-input ratio is less than the ratio of a referent

overpayment inequity

the inequity that exists when a person perceives that his or her own outcome-input ration is greater that the ratio of a referent

equity

the justice, impartiality, and fairness to which all organizational members are entitled

expectancy theory

the theory that motivation will be high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes

operant conditioning theory

the theory that people learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead to undesired consequences.

need theories

theories of motivation that focus on what needs people are trying to satisfy at work and what outcomes will satisfy those needs

Learning theories

theories that focus on increasing employee motivation and performance by linking the outcomes that employees recieve to the performance of desired behaviors and the attainment of goals

"attitude" refers to how hard an employee works for an organization

true

Acor Explosives bases sales representatives' pay on the percentage of sales dollars they generate. They are using a commission pay program.

true

a compensation plan of an organization that bases pay on performance levels is called a merit pay plan

true

William, a manager at Space Solutions, Ltd., makes sure the outcomes that are offered to subordinates for their good performance are rewards that they will value. William is working on ________.

valence

specific, difficult goals may be detrimental for _________.

work that is very creative and uncertain