MGT 3013 Chapter 9

According to Herzberg's theory, hygiene needs are best satisfied by ________.

a good work environment According to Herzberg's motivator-hygiene theory, people have two sets of needs or requirements: motivator needs and hygiene needs. Motivator needs are related to the nature of the work itself and how challenging it is. Hygiene needs are related to the physical and psychological context in which the work is performed and are satisfied by outcomes such as pleasant and comfortable working conditions, pay, job security, good relationships with coworkers, and effective supervision.

Tyler, an employee of MNM Corp., shows consistent interest in setting clear goals for his performance and is ready to take up challenging roles. He asks his manager to provide feedback on his performance regularly. In the context of McClelland's needs, Tyler is likely to possess high need for ________.

achievement The need for achievement is the extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence. People with a high need for achievement often set clear goals for themselves and like to receive performance feedback.

The process of curtailing the performance of dysfunctional behaviors by eliminating whatever is reinforcing the behaviors is ________.

extinction According to operant conditioning theory, all behavior is controlled or determined by its consequences; one way for managers to curtail the performance of dysfunctional behaviors is to eliminate whatever is reinforcing the behaviors. This process is called extinction.

Satisfying an employee's esteem needs, as described in Maslow's hierarchy of motives, can be accomplished with the policy of ________.

granting promotions and recognizing the accomplishments of individual employees Maslow's hierarchy of needs is an arrangement of five basic needs that, according to Maslow, motivate behavior. Esteem needs, which are the needs required to feel good about oneself and one's capabilities, can be satisfied by granting promotions and recognizing accomplishments.

A person's perception about the extent to which performance at a certain level results in the attainment of outcomes is known as ________.

instrumentality Instrumentality, the second major concept in expectancy theory, is a person's perception about the extent to which performance at a certain level results in the attainment of outcomes. According to expectancy theory, employees are motivated to perform at a high level only if they think high performance will lead to (or is instrumental for attaining) outcomes such as pay, job security, interesting job assignments, bonuses, or a feeling of accomplishment.

Using piece-rate pay, management bases an employee's pay on the________.

number of units each employee produces Using piece-rate pay, an individual-based merit plan, managers base employees' pay on the number of units each employee produces, whether televisions, computer components, or welded auto parts.

According to Maslow's hierarchy of needs, the lowest-level needs are the ________ needs.

physiological Psychologist Abraham Maslow proposed that all people seek to satisfy five basic kinds of needs: physiological needs, safety needs, belongingness needs, esteem needs, and self-actualization needs. He suggested that these needs constitute a hierarchy of needs, with the most basic or compelling needs—physiological and safety needs—at the bottom. Maslow argued that these lowest-level needs must be met before a person strives to satisfy needs higher up in the hierarchy, such as self-esteem needs.

The concept that proposes that motivation results not only from direct experience of rewards and punishments but also from a person's thoughts and beliefs is the ________ theory.

social learning Social learning theory proposes that motivation results not only from direct experience of rewards and punishments but also from a person's thoughts and beliefs. Social learning theory extends operant conditioning's contribution to managers' understanding of motivation by explaining vicarious learning, self-reinforcement, and self-efficacy.