MIE 201 Test 3 (10/13)

Q: True or false: Employees are motivated by the nature of the relationships they have with their supervisors, by the nature of their jobs, and by the characteristics of the organization.

A: True

Q: Job enlargement is a job design strategy ______.

A: Where more tasks are added to a job

Q: According to McGregor, Theory X managers view employees as ______.

A: Wishing to avoid responsibility

Q: Vroom's expectancy theory states that ______.

A: motivation depends not only on how much a person wants something but also on the person's perception of how likely he or she is to get it

Job Enlargement

Adds more tasks to a job instead of treating each task as separate. Like job rotation, job enlargement was developed to overcome the boredom associated with specialization

Job Rotation

Allows employees to move from one job to another in an effort to relieve the boredom that is often associated with job specialization. Businesses often turn to specialization in hopes of increasing productivity, but there is a negative side effect to this type of job design: Employees become bored and dissatisfied, and productivity declines. Job rotation reduces this boredom by allowing workers to undertake a greater variety of tasks and by giving them the opportunity to learn new skills

Ouchi's Theory Z

A management philosophy that stresses employee participation in all aspects of company decision making. In a Theory Z organization, managers and workers share responsibilities; the management style is participative; and employment is long term and, often, lifelong. Theory Z results in employees feeling organizational ownership. Research has found that such feelings of ownership may produce positive attitudinal and behavioral effects for employees

Flextime

A program that allows employees to choose their starting and ending times, as long as they are at work during a specified core period

Hawthorne Studies

A team of researchers from Harvard University wanted to determine what physical conditions in the workplace—such as light and noise levels—would stimulate employees to be most productive. Revealed that human factors do influence workers' behavior and that managers who understand the needs, beliefs, and expectations of people have the greatest success in motivating their workers

Q: The definition of flextime is _______.

A: A program that allows employees to choose their starting and ending times, provided that they are at work during a specified core period

Q: The idea that managers can change employee behavior by administering consequences related to the employee's actions is called ______.

A: Behavior modification

Q:According to William Ouchi, Theory Z is a management philosophy that stresses ______.

A: Employee participation in decision-making

Q: What theory is based on the idea that employees try to maintain fairness or balance between inputs and outputs as compared to others in similar positions?

A: Equity

Q: The basis of Victor Vroom's expectancy theory is that motivation and effort is affected by ______.

A: Expectations of achieving a desirable outcome

Q: Having a sense of personal satisfaction after completing a big project at work refers to what type of reward?

A: Intrinsic

Q: The personal satisfaction you feel when you perform well and complete goals refers to a(n) ______ reward.

A: Intrinsic

Q: Based on Herzberg's theory, which element is a hygiene factor?

A: Job security

Q: An inner drive that causes humans to act, whether it is eating to reduce hunger or studying for an exam to get a good grade is referred to as ______.

A: Motivation

Q: A ____ is the difference between an actual state and a desired state.

A: Need

Q: What are two assumptions about people made by Theory X managers?

A: People prefer to avoid work & people must be forced to work

Q: According to Maslow, which need level refers to things essential to survival, such as water, food, and shelter?

A: Physiological needs

Q: Which level of needs will a person be motivated to meet first?

A: Physiological needs

Q: The original intent of the Hawthorne studies was to conduct a study to correlate physical conditions in the workplace--such as the level of lighting--with worker's ______.

A: Productivity

Q: Edwin's car has been breaking down frequently and now it won't start at all. He must have a car to get to work, so he has been shopping around for a new car. He just signed the paperwork today on a new vehicle and couldn't be happier! What is the "need" in this scenario?

A: Requiring a car for work and not having one that functions

Q: Job _________ involves moving workers from one task to the next to make work more interesting and motivating. (Enter one word in the blank)

A: Rotation

Q: When two people do what is traditionally one job, it is called job ____.

A: Sharing

Q: Which motivation theory suggests that money is the sole motivator for workers?

A: The classical theory

Q: How would a manager subscribing to Theory Z manage his or her employees?

A: The management style would be participative; managers and workers share responsibilities

Q: Herzberg's hygiene factors relate to

A: The work setting

Motivation

An inner drive that directs a person's behavior toward goals. Motivation is more than a tool that managers can use to foster employee loyalty and boost productivity. It is a process that affects all the relationships within an organization and influences many areas such as pay, promotion, job design, training opportunities, and reporting relationships. Employees are motivated by the nature of the relationships they have with their supervisors, by the nature of their jobs, and by characteristics of the organization

Extrinsic Reward

Benefits and/or recognition that you receive from someone else. Your grade is extrinsic recognition of your efforts and success in the class. In business, praise and recognition, pay increases, and bonuses are extrinsic rewards

Behavior Modification

Changing behavior and encouraging appropriate actions by relating the consequences of behavior to the behavior itself. Behavior modification is the most widely discussed application of reinforcement theory

Morale

Employees' attitudes toward their jobs, employers, and colleagues. High morale contributes to high levels of productivity, high returns to stakeholders, and employee loyalty. Low morale may cause high rates of absenteeism and turnover

Equity Theory

How much people are willing to contribute to an organization depends on their assessment of the fairness, or equity, of the rewards they will receive in exchange

Job Enrichment

Incorporates motivational factors such as opportunity for achievement, recognition, responsibility, and advancement into a job. It gives workers not only more tasks within the job, but more control and authority over the job

McGregor's Theory X (Traditional)

Managers adopting this theory assume that workers generally dislike work and must be forced to do their jobs. They believe that the following statements are true of workers: - The average person naturally dislikes work and will avoid it when possible. - Most workers must be coerced, controlled, directed, or threatened with punishment to get them to work toward the achievement of organizational objectives. - The average worker prefers to be directed and to avoid responsibility, has relatively little ambition, and wants security

McGregor's Theory Y (Humanistic)

Managers subscribing to this theory view assume that workers like to work and that under proper conditions employees will seek out responsibility in an attempt to satisfy their social, esteem, and self-actualization needs. McGregor describes the assumptions behind Theory Y in the following way: - The expenditure of physical and mental effort in work is as natural as play or rest. - People will exercise self-direction and self-control to achieve objectives to which they are committed. - People will commit to objectives when they realize that the achievement of those goals will bring them personal reward. - The average person will accept and seek responsibility. - Imagination, ingenuity, and creativity can help solve organizational problems, but most organizations do not make adequate use of these characteristics in their employees. - Organizations today do not make full use of workers' intellectual potential

Self-actualization Needs

Mean being the best you can be

Job Sharing

Occurs when two people do one job. One person may work from 8:00 a.m. to 12:30 p.m.; the second person comes in at 12:30 p.m. and works until 5:00 p.m. Job sharing gives both people the opportunity to work as well as time to fulfill other obligations, such as parenting or school. With job sharing, the company has the benefit of the skills of two people for one job, often at a lower total cost for salaries and benefits than one person working eight hours a day would be paid

Hawthorne Effect

Productivity increased regardless of the physical conditions. When questioned about their behavior, the employees expressed satisfaction because their co-workers in the experiments were friendly and, more importantly, because their supervisors had asked for their help and cooperation in the study. In other words, they were responding to the attention they received, not the changing physical work conditions

Security Needs

Relate to protecting yourself from physical and economic harm

Esteem Needs

Relate to respect—both self-respect and respect from others

Motivational Factors

Relate to the content of the work itself, include achievement, recognition, involvement, responsibility, and advancement. The absence of motivational factors may not result in dissatisfaction, but their presence is likely to motivate employees to excel

Hygenie Factors

Relate to the work setting and not to the content of the work, include adequate wages, comfortable and safe working conditions, fair company policies, and job security. These factors do not necessarily motivate employees to excel, but their absence may be a potential source of dissatisfaction and high turnover. Employee safety and comfort are clearly hygiene factors

Exchange Theory

States that motivation depends not only on how much a person wants something but also on the person's perception of how likely he or she is to get it. A person who wants something and has reason to be optimistic will be strongly motivated

Need

The difference between an actual state and a desired state

Goal-Setting Theory

The impact that setting goals has on performance. According to this philosophy, goals act as motivators to focus employee efforts on achieving certain performance outcomes. Setting goals can positively affect performance because goals help employees direct their efforts and attention toward the outcome, mobilize their efforts, develop consistent behavior patterns, and create strategies to obtain desired outcomes

Physiological Needs

The most basic and first needs to be satisfied, are the essentials for living—water, food, shelter, and clothing

Social Needs

The need for love, companionship, and friendship—the desire for acceptance by others

Intrinsic Reward

The personal satisfaction and enjoyment that you feel from attaining a goal. For example, you may feel personal enjoyment in learning how business works and aspire to have a career in business or to operate your own business one day

Goal

The satisfaction of some need

Human Relations

The study of the behavior of individuals and groups in organizational settings. In business, human relations involves motivating employees to achieve organizational objectives efficiently and effectively

Classical Theory of Motivation

The theory that money is the sole motivator for workers. Taylor suggested that workers who were paid more would produce more, an idea that would benefit both companies and workers. Taylor also believed that incentives would motivate employees to be more productive. He developed the piece-rate system, under which employees were paid a certain amount for each unit they produced; those who exceeded their quota were paid a higher rate per unit for all the units they produced

Maslow's Hierarchy of Needs Theory

Theorized that people have five basic needs: physiological, security, social, esteem, and self-actualization. Maslow's theory maintains that the more basic needs at the bottom of the hierarchy must be satisfied before higher-level goals can be pursued

Herzberg's Two-Factor Theory

Theory of motivation that focuses on the job and on the environment where work is done. Herzberg studied various factors relating to the job and their relation to employee motivation and concluded that they can be divided into hygiene factors and motivational factors

Reinforcement Theory

Theory that behavior can be strengthened or weakened through the use of rewards and punishments