OBM Exam 3 Chapter 7

According to Herzberg, the opposite of "satisfaction" is "dissatisfaction."

False

T/F: According to the goal-setting theory, a generalized goal will produce a higher level of output than a specific goal.

False

T/F: Hygiene factors usually lead to job satisfaction when present in a job.

False

T/F: Motivation is a personality trait.

False

T/F: Underpayment and overpayment, according to equity theory, tend to produce similar reactions to correct the inequities.

False

Explain Herzberg's two-factor theory.

Frederick Herzberg's two-factor theory suggests that there are two types of factors in the workplace: hygiene factors and motivational factors. Hygiene factors are extrinsic factors, such as supervision, pay, company policies, and working conditions. The absence of one or more hygiene factors can lead to a state of dissatisfaction, but their presence does not lead to a greater desire to excel at one's job. Motivational factors are intrinsic factors, like advancement, recognition, responsibility, and achievement, that are directly related to job satisfaction. The absence of motivational factors does not cause dissatisfaction; rather, a state of neutrality. Herzberg suggests that managers must make sure that hygiene factors have been addressed to move employees from a state of "dissatisfaction" to a state of "no dissatisfaction" and must add one or more motivational factors to move employees from "no satisfaction" to "satisfaction".

What are the key elements in motivation?

Intensity Direction Persistence

Individuals with a high need to achieve prefer all of the following:

Job situations with personal responsibility Overcoming obstacles Feedback

Describe McClelland's theory of needs.

McClelland's theory of needs states that workers are motivated by three needs: need for achievement, need for power, and need for affiliation. Individuals differ in the degree to which a particular need motivates them. Individuals with a high need for achievement have a drive to excel, to achieve in relation to a set of standards. Individuals with a high need for power need to make others behave in a way that they would not have otherwise behaved, while individuals with a high need for affiliation have the desire for friendly and close interpersonal relationships. The most successful managers will have an appropriate fit between their job and their dominant need.

The degree to which organizational rewards satisfy an individual's personal goals or needs and the attractiveness of those potential rewards for the individual is the ___ relationship.

Rewards-personal goals

___ is the drive to become what one is capable of becoming in Maslow's hierarchy of needs.

Self-actualization

Managers can increase an employee's ___ through enactive mastery, vicarious modeling, verbal persuasion, and arousal.

Self-efficacy

According to the goal-setting theory of motivation, goals should be ___.

Difficult but attainable

____ exists when an individual perceives that the ratio of their inputs to outcomes is dissimilar to the ration of relevant others.

Equity tension

A Theory X manager would assume employees ___.

Need to be controlled Inherently dislike work and will avoid it

____ is an overall perception of what is fair in the workplace.

Organizational justice

What were considered higher-order needs by Maslow?

Social, esteem, and self-actualization needs

In ___, the strength of a person's motivation to perform depends in part on how strongly he believes he can achieve what he attempts.

True

T/F: The achievement need can be stimulated through training.

True

T/F: According to Maslow, a need that is essentially satisfied no longer motivates.

True

Two-factor theory suggests that extrinsic factors such as __ cause dissatisfaction.

Working conditions

Theory __ assumptions hold a basically negative view of human beings.

X