Chapter 10

according to this theory, groups norm affected individual performance more than any other factor, and that, to understand employee performance, one needed to understand an employee's total emotional and cultural makeup, on and off the job

Hawthorne studies theory

according to this theory, so-called hygiene factors are associated with dissatisfying experiences, and motivators are associated with satisfying experiences

Herzberg's two factor theory

T/F: according to the job characteristics model, task responsibility is a dimension responsible for employee motivation and other positive outcomes

false

T/F: criteria for goals to function as effective motivators includes financial incentives to promote individual achievements

false

T/F: cross-training is not effective in lean manufacturing

false

T/F: employees who feel greater intrinsic need to grow can be among the most difficult to motivate, no matter what steps managers take

false

T/F: negative reinforcement does not encourage behaviors to be repeated

false

T/F: participation in the MBO process guarantees higher performance

false

t/f: "There are unpleasant consequences for not doing any of the work, so employees will continue to not do it" is an unintended consequence of reinforcement

false

need for power involves

having and demonstrating control over others

which statement does not describe Hersberg's two-factor theory? 1. hygiene factors are mostly extrinsic 2. herzberg's two-factor theory deals with so-called hygiene factors 3. in herzberg's two-factor theory, so-called hygiene factors are associated with satisfying experience, and motivators are associated with dissatisfying experiences 4. according to herzberg's model, managers need to remove dissatisfying elements and add satisfying elements 5. motivators tend to be intrinsic

in herzberg's two-factor theory, so-called hygiene factors are associated with satisfying experience, and motivators are associated with dissatisfying experiences

satisfaction

indicates how happy employees are with the experience of work and the way they are treated

in a workplace setting, motivation can be assessed by measuring all of the following indicators EXCEPT which one? engagement, intention to quit, satisfaction, commitment, rootedness

intention to quit

the strategy behind ________ is making jobs more challenging and interesting by expanding the range of skills required

job enrichment

incentives

monetary payments and other rewards of value used for positive reinforcement

organizational justice

perceptions of fairness in the workplace (perceptions of fairness can have as much impact on overall employee satisfaction as satisfaction with pay itself)

Maslow's hierarchy needs

physiological needs - salary safety needs - health insurance, pension plan social needs - friends at work esteem needs - job title; recognition from CEO self actualization needs - leadership role

rootedness

predicts the likelihood that employees will stay or leave their jobs

job characteristics model

proposed by Richard Hackman and Greg Oldman, a model suggesting that five core job dimension's influence three critical psychological states that determine motivation, performance, and other outcomes

punishment

refers to actions used to diminish the repetition of unwanted behaviors by adding unpleasant outcomes

commitment

suggests the degree to which employees support the company and its mission

jointly setting clear and challenging, but achievable goals can encourage employees to reach higher levels of performance

true

one of the key elements of MBO is a collaborative goal-setting process

true

positive and negative reinforcement have different and specific meanings in psychological terminology

true

the job characteristics model continues to offer helpful guidance as companies grapple with the challenges in today's work environment

true

job enrichment

(expands vertically) making jobs more challenging and interesting by expanding the range of skills required

job enlargement

(horizontal expansion) adding tasks that aren't necessarily any more challenging - if jobs are enlarged in ways that increase worker knowledge, expansion can improve job satisfaction

cross-training

(job rotation) training workers to perform multiple jobs and rotating them through these various jobs to combat boredom and burnout

hygiene factors include

(mostly extrinsic) working conditions, pay and job security, company policies, supervisors, and interpersonal relationships

motivators include

(tend to be intrinsic) achievement, recognition, responsibility, work itself, personal growth

self-efficacy

-belief in your ability to complete a task -can be increased by gaining experience, mimicking successful role models, getting encouragement from others and "psyching yourself up"

expectancy theory

-considered by some experts to offer the best available explanation of employee motivation -the idea that the effort employees put into their work depends on expectations about their own ability to perform, expectations about likely rewards, and the attractiveness of those rewards

Criteria for goals to function as effective motivators

-goals that are specific enough to give employees clarity and focus -goals that are difficult enough to inspire energetic and committed effort -clear "ownership" of goals so that accountability can be established -timely feedback that lets people know if they're progressing toward their goals and, if not, how to change course -individual's belief in their ability to meet their goals -cultural support for the individual achievement and independence needed to reach the goals

Risks and limitations of goal-setting theory

-overly narrow goals -overly challenging goals -inappropriate time horizons -unintentional performance limitations -missed learning opportunities -unhealthy internal competition -decreased intrinsic motivation

4 indicators motivation can be assessed by

1. engagement 2. satisfaction 3. commitment 4. rootedness

personalizing motivation

1. establish systems and policies that are far and automatic 2. be as flexible as possible while still being fair 3. get to know employees as individuals

the three critical psychological states

1. experiences meaningfulness of the work 2. experienced responsibility for results 3. knowledge of actual results

3 approaches to modifying core job dimensions

1. job enrichment 2. job enlargement 3. cross-training

Motivational strategies

1. providing timely and frequent feedback 2. personalizing motivational effects 3. adapting to circumstances and special needs 4. addressing workplace negativity (tackling workplace problems before they have a chance to destroy morale) 5. being an inspiring leader

MBO process consists of four steps

1. setting goals 2. planning action 3. implementing plans 4. reviewing performance

the five core job dimensions

1. skill variety 2. task identity 3. task significance 4. autonomy 5. feedback

4 fundamental drives that motivation stems from

1. the drive to acquire 2. the drive to bond 3. the drive to comprehend 4. the drive to defend

Maslow's hierarchy

A model in which human needs are arranged in a hierarchy, with the most basic needs at the bottom and the more advanced needs towards the top

three-needs theory

David McClellan's model of motivation that highlights the needs for power, affiliation, and achievement

T/F: expectancy theory focuses more on the specific forces that motivate employees and less on the process they follow to seek satisfaction in their jobs

FALSE

T/F: According to the McClelland's 2 needs theory, managers who are most successful in a conventional organizational structure tend to have a lesser need for power relatively higher need for affiliation

False

T/F: some of the choices employees can make to address perceived inequity are desirable from an employers point of view

False

goal setting theory is frequently implemented through a technique known as:

MBO (management by objectives)

according to Maslow's theory of hierarchy, the category prior to self-actualization is:

esteem needs

according to this theory, oriented managers believe that employees like to work and can be motivated by working for goals that promote creativity or for causes they believe in

Theory Y

theory X (Douglas McGregor)

a managerial assumption that employees are irresponsible, are unambitious, and dislike work and that managers must use force, control, or threats to motivate them. Extrinsic rewards - those given by other people, such as money and promotions

theory Y

a managerial assumption that employees enjoy meaningful work, are naturally committed to certain goals, are capable of creativity, and seek out responsibility under the right conditions Intrinsic rewards - employees essentially give to themselves

Herzberg's 2 factor theory

a model that divides motivational forces into satisfiers (motivators) and dissatisfiers (hygiene factors)

reinforcement theory

a motivational approach based on the idea that managers can motivate employees by influencing their behaviors with positive and negative reinforcement (shaping their actions through behavior modification)

management by objectives (MBO)

a motivational approach in which managers and employees work together to structure personal goals and objectives for every individual, department, and project to mesh with the organization's goals

goal-setting theory

a motivational theory suggesting that setting goals can be an effective way to motivate employees

Hawthorne effect

a supposed effect of organizational research in which employees change their behavior because they are being studied and given special treatment; the validity of this effect is uncertain, and the Hawthorne studies were richer and more influential than this simple outcome would suggest

engagement

an employee's rational and emotional commitment to his or her work

need for achievement

attaining personally meaningful goals

need for affiliation

being accepted by others and having opportunities for social interaction

by micromanaging, a manager is demotivating employees and is ignoring the opportunity to improve the ability to motivate employees by:

being an inspiring leader

scientific management

developed by Fredrick W. Taylor a management approach designed to improve employee's efficiency by scientifically studying their work

chaining

employees who receive positive reinforcement for one type of behavior are motivated to perform well in other areas

growth needs

employees with strong growth needs feel a strong need to increase self-esteem and self-actualization and respond more dramatically to improvements in job dimensions

positive reinforcement

encouraging desired behaviors by offering pleasant consequences for completing or repeating those behaviors (can encourage bad behavior)

negative reinforcement

encouraging the repetition of a particular behavior (desirable or not) by removing unpleasant consequences for the behavior

motivation

the combination of forces that move individuals to take certain actions and avoid other actions in the pursuit of individual objectives

according to contemporary research, motivation stems from all of the listed drives EXCEPT which one? the drive to: defend, bond, comprehend, acquire, resist change

the drive to resist change

equity theory

the idea that employees base their level of satisfaction on the ratio of their inputs to the job and the outputs or rewards they receive from it

T/F: cross training is effective in a tight economy, and involves training workers to perform multiple jobs and training them by rotating then through various jobs

true

T/F: job enrichment and job enlargement expand the scope of an individual job, whereas cross-training involved training workers to perform multiple jobs

true

T/F: reinforcement is a valuable motivational tool, but it has broad application whenever managers want to shape employee behavior

true

T/f: a manager and employee together define the responsibilities for achieving goals, and the means of evaluating individual and group performance in MBO

true

a manager and employee together define the employee's goal

true

risks and limitations of the goal-setting theory include all of the following except which one? overly challenging goals, overly narrow goals, unintentional increased intrinsic motivation, unintentional performance limitations, unhealthy internal competition

unintentional increased intrinsic motivation