Quiz 1: Chapter 7: Motivation Concepts

Self-Outside (Equity Theory)

(Equity Theory) An employee's experiences in a situation or position outside the employee's current organization

Other-Inside (Equity Theory)

(Equity Theory) Another individual or group of individuals inside the employee's organization

Other-Outside (Equity Theory)

(Equity Theory) Another individual or group of individuals outside the employee's organization

Rewards-Personal Goals Relationship (Expectancy Theory)

(Expectancy Theory) The degree to which organizational rewards satisfy an individual's personal goals or needs and the attractiveness of those potential rewards for the individual

Performance-Reward Relationship (Expectancy Theory)

(Expectancy Theory) The degree to which the individual believes performing at a particular level will lead to the attainment of a desired outcome

Effort-Performance Relationship (Expectancy Theory)

(Expectancy Theory) The probability perceived by the individual that exerting a given amount of effort will lead to performance

Lower-Order Needs (Maslow's Hierarchy of Needs)

(Maslow's Hierarchy of Needs) Needs that are satisfied externally, such as physiological and safety needs

Higher-Order Needs (Maslow's Hierarchy of Needs)

(Maslow's Hierarchy of Needs) Needs that are satisfied internally, such as social, esteem, and self-actualization needs

Need for Affiliation (nAff, McClelland's Theory of Needs)

(McClelland's Theory of Needs) The desire for friendly and close interpersonal relationships

Need for Achievement (nAch, McClelland's Theory of Needs)

(McClelland's Theory of Needs) The drive to excel, to achieve in relationship to a set of standards, and to strive to succeed; high achievers perform best when they percent their probability of success as 50%—they dislike gambling with high odds because they get no achievement satisfaction from success that comes by pure change, while they dislike low odds because then there is no challenge to their skills

Need for Power (nPow, McClelland's Theory of Needs)

(McClelland's Theory of Needs) The need to make others behave in a way in which they would not have behaved otherwise

Self-Concordance

The degree to which peoples' reasons for pursuing goals are consistent with their interests and core values

Self-Actualization

The drive to become what a person is capable of becoming

Job Engagement

The investment of an employee's physical, cognitive, and emotional energies into job performance

Interactional Justice

The perceived degree to which an individual is treated with dignity, concern, and respect

Procedural Justice

The perceived fairness of the process used to determine the distribution of rewards

Motivation

The processes that account for an individual's intensity, direction, and persistence of effort toward attaining a goal

Social-Learning Theory

The view that we can learn through both observation and direct experience; 4 processes that determine their influence on an individual: 1. Attentional Processes 2. Retention Processes 3. Motor Reproduction Processes 4. Reinforcement Processes

4 Ways to Increase Self-Efficacy

1. Enactive mastery (most important) 2. Vicarious modeling 3. Verbal persuasion 4. Arousal

Maslow's Hierarchy of Needs

1. Physiological 2. Safety 3. Social 4. Esteem 5. Self-actualization As each need is substantially satisfied, the next need becomes dominant

Reinforcement Theory

A theory that says that behavior is a function of its consequences

Pygmalion (Galatea) Effect (Best Way for a Manager to Use Verbal Persuasion)

(Best Way for a Manager to Use Verbal Persuasion) A form of self-fulfilling prophecy in which believing something can make it true

Operant Conditioning Theory (Component of Reinforcement Theory)

(Component of Reinforcement Theory) Argues that people learn to behave to get something they want or to avoid something they don't want; influenced by the reinforcement or lack of reinforcement brought about by its consequences; reinforcement strengthens a behavior and increases the likelihood it will be repeated

6 Choices Made By Those Who Perceive Inequity (Equity Theory)

(Equity Theory) 1. Change inputs (exert less effort if underpaid or more if overpaid) 2. Change outcomes (individuals paid on a piece-rate basis can increase their pay by producing a higher quantity of units of lower quality) 3. Distort perceptions of self ("I used to think I worked at a moderate pace, but now I realize I work a lot harder than everyone else") 4. Distort perceptions of others ("Mike's job isn't as desirable as I thought") 5. Choose a different referent ("I may not make as much as my brother-in-law, but I'm doing a lot better than my Dad did when he was my age") 6. Leave the field (quit the job)

Self-Inside (Equity Theory)

(Equity Theory) An employee's experiences in a different position inside the employee's current organization

Retention Processes (Social-Learning Theory)

(Social-Learning Theory) A model's influence depends on how well the individual remembers the model's action after the model is no longer readily available

Motor Reproduction Processes (Social-Learning Theory)

(Social-Learning Theory) After a person has seen a new behavior by observing the model, watching must be converted to doing; this process demonstrates that the individual can perform the modeled activities

Reinforcement Processes (Social-Learning Theory)

(Social-Learning Theory) Individuals are motivated to exhibit the modeled behavior if positive incentives or rewards are provided; positively reinforced behaviors are given more attention, learned better, and performed more often

Attentional Processes (Social-Learning Theory)

(Social-Learning Theory) People learn from a model only when they recognize and pay attention to its critical features; we tend to be most influenced by models that are attractive, repeatedly available, important to us, or similar to us in our estimation

Hygiene Factors (Two-Factor Theory)

(Two-Factor Theory) Factors—such as company policy and administration, supervision, and salary—that, when adequate in a job, placate workers. When these factors are adequate, people will not be dissatisfied

Verbal Persuasion (Ways to Increase Self-Efficacy)

(Ways to Increase Self-Efficacy) Becoming more confident because someone convinces you that you have the skills necessary to be successful

Vicarious Modeling (Ways to Increase Self-Efficacy)

(Ways to Increase Self-Efficacy) Becoming more confident because you see someone else doing the task; most effective when you see yourself as similar to the person you are observing

Enactive Mastery (Ways to Increase Self-Efficacy)

(Ways to Increase Self-Efficacy) Gaining relevant experience with the task or job; if you've been able to do the job successfully in the past, you're more confident you'll be able to do it in the future

Arousal (Ways to Increase Self-Efficacy)

(Ways to Increase Self-Efficacy) Leads to an energized state, so the person gets "psyched up" and performs better; if the task requires a steady, lower-key perspective, arousal may in fact hurt performance

Goal-Setting Theory

A Theory that says that specific and difficult goals, with feedback, lead to higher performance

Management by Objectives (MBO)

A program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress

Self-Determination Theory

A theory of motivation that is concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation

Behaviorism

A theory that argues that behavior follows stimuli in a relatively unthinking manner

Two-Factor Theory

A theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction; also called motivation-hygiene theory

Equity Theory

A theory that says that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities; 4 referent comparisons: 1. Self-inside 2. Self-outside 3. Other-inside 4. Other-outside

Expectancy Theory

A theory that says that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual; focuses on 3 relationships: 1. Effort-performance relationship 2. Performance-reward relationship 3. Rewards-personal goals relationship

McClelland's Theory of Needs

A theory that states achievement, power, and affiliation are three important needs that help explain motivation

Cognitive Evaluation Theory

A version of self-determination theory which holds that allocating extrinsic rewards for behavior that had been previously intrinsically rewarding tends to decrease the overall level of motivation if the rewards are seen as controlling

Self-Efficacy

An individual's belief that he or she is capable of performing a task

Organizational Justice

An overall perception of what is fair in the workplace, composed of distributive, procedural, and interactional justice

Distributive Justice

Perceived fairness of the amount and allocation of rewards among individuals

Theory X

The assumption that employees dislike work, are lazy, dislike responsibility, and must be coerced to perform

Theory Y

The assumption that employees like work, are creative, seek responsibility, and can exercise self-direction