MGT312T
What can employees do to avoid surprises during performance appraisals?
Check in with managers periodically to see how things are going. Ask managers informally for more frequent feedback.
Which of the following are included in Maslow's need hierarchy theory?
Physiological Needs Esteem Needs
motivation
The psychological processes that underlie the direction, intensity, and persistence of behavior or thought
What should individuals do if their current job is unfulfilling but they do not want to change jobs?
Try to incorporate job crafting or I-deals.
The psychological mechanisms that guide the direction, intensity, and persistence of one's behaviors or thoughts are known as:
motivation
Equity theory uses a comparison of the ratio of
ouput input
Components of the performance management process include
overseeing performance defining expectations creating consequences
Monitoring performance involves:
tracking the achievement of the goal measuring the progress toward the goals
How can managers incorporate the principles of expectancy theory?
by linking performance to rewards that individual employees value
The primary functions of performance management include:
communicating the employee behavior that is being sought making decisions related to employees such as pay raises guiding employee training and development
If a target behavior is rewarded every time it occurs, then it is a(n):
continuous reinforcement schedule
Feedback delivery tends to be which of the following?
critical direct
Which two of the following are aspects of a performance management process function?
explaining the reason to terminate employment locating a need for employee development
Which process theory explains how people strive for fairness and justice in social exchanges or give-and-take relationships?
equity theory
It is important to monitor progress toward goal achievement in order to:
identify problems while pursuing a goal
Skinner labeled unlearned reflexes, or stimulus-response connections
respondent behavior
Coaching is a customized process between two or more people with the intention of enhancing learning and motivating
change
Which of the following terms describe trends in feedback?
inclusive continual informal
A desired outcome of the ____ system is to retain talented people.
reward
Who formulated the theory that motivation is a function of five basic needs: physiological, safety, love, esteem, and self-actualization?
Abraham Maslow
Which of the following statements are true about effective PM?
Employees benefit when feedback is delivered more frequently.
Altering jobs to improve employee experience and productivity is called job
design
Which of the following exemplifies a performance goal?
increasing sales by 10% in a period
When feedback comes as a surprise to an employee, what might be happening on the part of the manager?
The quantity of feedback is insufficient. The quality of feedback is lacking.
Why do so few people want to provide negative feedback?
They worry the exchange will harm their working relationship. They are concerned about how the employee will react. They are uncomfortable delivering bad news.
Herzberg's theory states that there are _____ separate sets of factors that create satisfaction and dissatisfaction on the job.
Two
Which of the following is the fourth step in implementing a goal-setting program?
Writing an action plan.
McGregor's Theory ___ a pessimistic view of employees that includes the need to motivate them with carrots and sticks.
X
Some examples of extrinsic rewards include:
a pay raise a promotion
According to goal setting theory, which of the following are needed in order for goals to motivate employees?
ability to achieve the goal commitment to the goal goal specificity
The general categories of motivation theories include:
content theories process theories
Jordan sells on commission and is paid for every sale. This is an example of a:
continuous reinforcement schedule
The key components of an organizational reward system include:
distribution criteria desired outcomes types of rewards
The theory that can be used to predict behavior in any situation where there is a choice between two or more alternatives is:
expectancy theory
Rewards that come from the environment are
extrinsic
Which of the following are desired outcomes of an organization's reward system?
Attract and motivate talented people Foster personal growth Retain talented people
Needs are defined as physiological or psychological deficiencies that:
arouse behavior
The general criteria for distributing rewards in organizations include which of the following?
behaviors such as teamwork or cooperation nonperformance factors such as seniority tangible outcomes of performance such as sales
Examples of pay for performance rewards include:
bonuses merit pay
When choosing measures of performance, which of the following criteria should be met?
accuracy relevancy
Which of the following statements are true of Thorndike's law of effect?
Behaviors with favorable consequences tend to be repeated Behaviors with unfavorable consequences tend to disappear
Which of the following can be influenced by promotions and pay raises?
Employees' emotional well-being Employees' intentions of quitting Employees' perception of fairness
Feedback only provides information about individual performance.
False
What are some of the reasons why feedback is not delivered?
Feedback providers often lack confidence in issuing feedback. Feedback is easy to put off because it takes time. Negative feedback can make someone feel bad.
The theory that proposes that job satisfaction comes from motivating factors and dissatisfaction from the absence or weak presence of hygiene factors is based on research done by:
Frederick Herzberg
Tracking goal achievement and progress toward goals can have which impacts on employees?
It improves performance. It increases motivation.
David McClelland's theory about the drivers of employee behavior is the:
acquired needs theory
Which of the following are aspects of a learning goal?
adding to a skill set learning new knowledge
As part of the contingency approach to goal setting, what elements should fit the situation?
the policy the behavior the practice
Skinner labeled behavior that is learned when one acts on the environment to produce desired consequences behavior
operant
What are some recommended approaches for creating change when one's job is low on hygiene or motivating factors?
Change jobs. Talk with the manager. Ask for new work assignments.
According to Gallup, which conditions make PM more effective?
Expectations are collaborative, clear, and aligned. Coaching is continual. Accountability exists.
The approach to job design in which individuals make physical and cognitive changes in the task or relational boundaries of their work is known as:
Job Crafting
Which of the following statements are consistent with Locke and Latham's findings about goal setting?
Successful goal achievement reinforces employee satisfaction and leads to setting higher goals. Goals that are specific and difficult lead to higher performance. People need the ability and resources to achieve the goal.
Which of the following are some of the biggest perceived detriments of the performance management system? (Check all that apply.)
Too much focus on pay and incentives Lack of clarity on how to improve Lack of fairness by managers
A performance goal is related to
achieving a define outcome
Job crafting is the:
approach to job design in which individuals make physical and cognitive changes in the task or relational boundaries of their work
An important factor in the perception of feedback is the fundamental
attribution
Expectancy theory can be used to predict in situations where there is a choice between two or more alternatives
behavior
An individualized and customized form of performance management is known as
coaching
Self-determination theory assumes that three innate needs—autonomy, _________, and relatedness—drive our behavior.
competence
Self-determination theory assumes that our behavior and well-being are influenced by which innate needs?
competence autonomy relatedness
The first step in the goal-setting process is to:
define clear goals
Pay, promotions, challenging assignments, participation in decision making are all considered outputs in Adam's Elements of ____ Theory
equity
Which theory is based on comparing one's outputs and inputs with those of others?
equity theory
Comparing actual performance to a previously set goal is the step in the performance management process called:
evaluating performance
Information about performance given to those who can make the situation better is the definition of:
feedback
Any set of activities that involve the alteration of specific job activities to improve the quality of employee job experience and motivation is called
job design.
Hunger or thirst are examples of physiological deficiencies that arouse behavior known as
needs
Physiological or psychological deficiencies that arouse behavior are known as
needs
David McClelland's theory states that employee behavior is driven by:
needs we acquire as we live our lives
Which of the following are some of the biggest perceived detriments of the performance management system?
Too much focus on pay and incentives Lack of fairness by managers Lack of clarity on how to improve
Pay, promotions, challenging assignments, participation in decision making are all considered ______ in Adam's equity theory. Multiple choice question. inputs
outputs
A process that defines expectations, evaluates performance against the expectations, and ensures consequences is management.
performance
Strengthening a behavior by offering a pleasing reward is:
positive reinforcement
When choosing measures of performance, which of the following criteria should be met?
relevancy accuracy
Key components such as types of rewards, distribution criteria, and desired outcomes are part of an organization's
reward
Compensation, benefits, and growth opportunities are all part of an organization's options for total for employees.
rewards
Which of the following describe when feedback is motivational?
when it is a reward when there is promise of a reward
Which of the following describe the instructional function of feedback?
when new behaviors are taught when roles are made more clear
Which of the following are examples of intrinsic rewards?
Completing quarterly financial statements without errors Providing donations to a food cupboard
What elements need to be both monitored and evaluated when determining someone's performance?
goal achievement progress toward the goal
What does equity theory explain?
how people strive for fairness in social exchanges how people strive for fairness in give-and-take relationships
Job design terms that individuals negotiate for themselves involving schedule flexibility, career development, or other adjustments are known as deals.
idiosyncratic
What are job design terms that individuals negotiate for themselves involving schedule flexibility, career development, or other adjustments?
idiosyncratic deals
When a manager monitors, evaluates, and creates consequences for an employee's work so that it meets defined performance expectations, it is an example of:
performance management
Select all of the characteristics that are influenced by motivation.
persistence of behavior or thought direction of behavior or thought intensity of behavior or thought
Total rewards offered by an organization may include:
personal growth opportunities such as training benefits such as health and wellness and retirement funds compensation such as base pay and other monetary incentives
Strengthening a behavior by offering a pleasing reward is reinforcement.
positive
The theories that focus on explaining the process by which internal and situational factors influence employee motivation are known as ______ theories.
process
Scientific management designs jobs based on which of the following?
reason experimentation systematic observation
The first step in the performance management process is to:
set goals and communicate expectations
Which methods should managers use to determine the needs of their employees?
one-on-one meetings employee surveys
Rank the steps in a performance management system with the first step on top and the last on the bottom.
1. Define Performance 2. Monitor Performance 3. Review Performance 4. Give Consequences
Negotiating a raise Among the many things you'll discover about motivation in this chapter is that money is not the only incentive leading to high performance. However, there's no question that equitable salaries and well-deserved bonuses are motivating, and that, conversely, inequities in pay can hurt job satisfaction and performance. Ahlapot/iStockphoto/Getty Images What can you do if you feel your performance merits a bump in your compensation? What is the most effective way to ask for a raise? Here are a few suggestions from the experts.
1. Know what you want. One writer who has researched the special frustrations that Millennial women in particular feel about compensation offers this three-word mantra: "Wish, want, walk." That is, know what your ultimate wish is, know what you would want if you couldn't get your wish, and know what offer you would reject or walk away from. 2. Know what you're worth. Do your homework, on sites like Glassdoor.com and Salary.com, to find out what people with your level of experience are earning to do similar work in the same or related industries. Your chances of succeeding in a salary negotiation are much higher if your demands are realistic for your circumstances, including any factors particular to your firm that you should take into account. 3. Enlist support if possible. If a mentor or sponsor will champion your request for a raise (and if you can seek his or her advice as well), all the better. If you are a gig worker looking to raise your rates, this person could be a supportive client or clients. However, a word of caution: Transparency about pay has some advantages, but it is not the universal standard. Avoid referring to what your colleagues make, even if you know it, as a reason you should make more. The conversation you want to have is about you, not about others. 4. Build your story. Be prepared to offer concrete evidence of accomplishments and contributions that prove your worth. Document results above expectations, successful projects, or responsibilities outside the normal scope of your job, and praise and commendations from your manager, customers, colleagues, and other influential voices. These will bolster your argument that you deserve a pay increase. Have you saved your organization time, money, or other resources; offered successful new ideas or initiatives; brought new clients in; or increased revenue? Get in the habit of regularly documenting your tangible achievements to clearly demonstrate what you're worth to your firm. 5. Consider your options. If a raise isn't possible just now, consider accepting another form of compensation instead, such as added vacation time, a one-time bonus, or work-life options like flextime or occasional telecommuting privileges. This is the "want" part of "Wish, want, walk." "Think of things [the company] may have the ability to give you instead of money," advises Allison Hutton, chief talent officer at Allavanti Group. "Coming up with alternatives is usually viewed as positive." 6. Be patient. It's unlikely you'll get an answer right away, so don't expect one. Your boss will need to consider the department's budget, the organization's overall performance, the case you've presented, and your compensation relative to that of comparable others in the group or company. Keep your case factual, don't oversell it, and choose your moment carefully to be sure of finding a receptive audience. If just-released quarterly results reflect poorly on your manager, for instance, hold your fire for a couple of weeks. 7. Stay positive, and don't give up! At the very least, you can walk away with a plan you and your manager agree will eventually bring you the increase you want. Above all, if you've done a good job and can demonstrate just how good, don't be afraid to make your case. Good luck!
There are two types of motivation: extrinsic and intrinsic.
Extrinsic motivation results from the potential or actual receipt of external rewards. Extrinsic rewards such as recognition, money, or a promotion represent a payoff we receive from others for performing a particular task. For example, in 2018 Southwest Airlines paid its employees $544 million in profit-sharing bonuses, increasing every employee's annual compensation by nearly 10.8 percent. This is the 45th consecutive year that the airline has paid out profit-sharing bonuses to employees. According to Southwest CEO Gary Kelly, "Our people are our greatest asset and they deserve all the credit for our continued success." Such recognition from management is certainly a motivating factor for Southwest workers. Intrinsic motivation occurs when an individual is inspired by "the positive internal feelings that are generated by doing well, rather than being dependent on external factors (such as incentive pay or compliments from the boss) for the motivation to work effectively."
Douglas McGregor outlined managers' pessimistic assumptions toward employees as _____.
Theory X
Which of the following terms describe trends in feedback?
continual inclusive informal
The factors that affect perceptions of feedback include:
fairness of the system reasonable goals or standards accuracy of the feedback
A colleague receives a significant reward for work you accomplished together, but you do not receive a similar reward. What impact might that have on you?
inconsistent future performance loss of motivation
What are reasons that employees have negative views of performance management systems?
infrequent feedback limited guidance on how to improve performance failure of managers to understand employee responsibilities
The monetary incentives that link a portion of pay directly to results or accomplishments is:
pay for performance
The method of job design that draws from observation, experiments, and reasoning is
scientific management
Thorndike's observations that led to the law of effect were that behavior with ______ consequences tends to disappear.
unfavorable
