MGT 603 Exam 1: Chapter 5

Explain the motivational framework.

Experience a need deficiency > search for ways to satisfy need > choose goal-directed behaviors > Enact behavioral choice (perform) > Experience rewards/punishment > Reassess needs

Name the 4 continuous reinforcement schedules.

Fixed-ratio, Fixed-interval, Variable-ratio, Variable-interval

Two Factor Theory

Known as the "dual structure theory," it identifies motivation factors that affect satisfaction and hygiene factors, which determine dissatisfaction.

Hierarchy of Needs

Maslow's theory, assuming that human needs are arranged in a sequence of importance.

Name outcomes of comparing oneself with others and see equity.

Motivation to maintain current situations

Name the outcome of comparing oneself with others and seeing inequity.

No motivation to keep situation as it is.

Equity theory

Peoples' desire to be treated with what they perceive as equity and to avoid perceived inequity.

Name the formula that is used to describe how motivation is created.

Performance = Motivation + Ability + Environment

The Porter-Lawler Model

Predicts that satisfaction is determine by the perceived equity of intrinsic and extrinsic rewards for performance. States that performance eventually leads to satisfaction through intrinsic and extrinsic rewards.

Performance-to-outcome expectancy

The individual's perception of the probability that performance will lead to certain outcomes.

Need for affiliation

The need for human companionship

Motivation

The set of forces that leads people to behave in particular ways

The Expectancy Theory of Motivation

Theory that suggests people are motivated by how much they want something and the likelihood they perceive of getting it.

Describe how Maslow's Hierarchy of Needs relates to organizations.

When people have good jobs with security, excellent benefits, and high salaries, they can move up into job title, status, and challenge. But if they are simply looking for a job and are unemployed, the focus is on the base salary and stability.

Social Learning

When people observe the behaviors of others, recognize the consequences, and alter their own behavior as a result.

Need

Where motivation begins--something an individual requires or wants.

What is VIE theory?

Another name for the expectancy theory: valence, instrumentality, and expectancy.

Outcome

Anything that results from performing a particular behavior.

Scientific Management

Approach to motivation assuming employees are motivated by money.

Need-based theories

Assume that need deficiencies cause behavior.

Human Relations Approach

Assumes employees want to feel useful and important and have strong social needs which are more important than making money.

Human Resources Approach

Assumes that people want to contribute and are able to make genuine contributions to organizations.

Reinforcement theory and learning

Based on the idea that behavior is a function of its consequenes.

Strength

Beliefs about how confident the person is that the specific task can be accomplished.

Magnitude

Beliefs about how difficult a specific task is to be accomplished

Generality

Beliefs about the degree to which similar tasks can be accomplished.

What is the best method to get someone to learn? Why?

Continuous reinforcement and reinforce desired behavior every time it occurs.

The Basis Expectancy Model

Created by Victor Vroom, it attempts to determine how individuals choose among alternative behaviors. See Expectancy Theory of Motivation. This is supposedly the most complicated motivation theory.

Variable-interval

Desired behavior is reinforced after an unpredictable amount of time has elapsed. For example, not knowing when a regional supervisor will visit your location for an inspection.

Variable-ratio

Desired behavior is reinforced after an unpredictable number of behaviors. For example, praising an employee after 5 good reports, then 4, then 7.

What are forms of motivation to reduce inequity?

1. change inputs, 2. change outcomes, 3. alter perceptions of self, 4. alter perception of others, 5. change comparisons, and 6. leave situation.

What 3 messages can managers gain from equity theory?

1. everyone in the organization must understand the basis for rewards. 2. People usually have a multifaceted view of rewards 3. People base their actions on their perceptions of reality.

Task-specific Self-efficacy

A person's belief in their capabilities to do what is required to accomplish a specific task. It was the three dimensions of 1. Magnitude 2. Strength 3. Generality

Effort-to-Performance Expectancy

A person's perception of the probability that effort will lead to performance.

Learning

A relatively permanent change in behavior or behavioral potential resulting from direct or indirect experience.

Continuous Reinforcement

A schedule in which the desired behavior is reinforced each time it occurs.

Classical Conditioning

A simple form of learning that links a conditioned response with an unconditioned stimulus.

Explain motivation factors that influence satisfaction/dissatisfaction with Herzberg's view

Achievement, recognition, the work tasks, responsibility, and advancement/growth.

List the Hierarchy of Needs

1 (bottom). Physiological needs 2. Security needs 3. Belongingness needs 4. Esteem needs 5. Self-actualization needs

Describe the 5 steps to using behavior modification to fix a problem

1. Define the problem, 2. Identify and define the specific behaviors you wish to change, 3. Record and track the occurrence of the target behavior, 4. Analyze the current negative consequences to follow the desired behavior, and 5. Evaluate whether the behavior has improved and by how much.

How would managers implement expectancy theories to their work place? List some examples.

1. Determine primary outcomes each employee wants. 2. Decide what levels and kinds of performance are needed to meet organizational goals. 3. Make sure the desired levels of performance are possible. 4. Link desired outcomes and desired performance. 5. Analyze the situation for conflicting expectancies. 6. Make sure the rewards are large enough. 7. Make sure the overall system is equitable for everyone.

ERG Theory

Describes existence, relatedness, and growth needs. These are basic needs. This theory expresses more of a progression/recession element.

Fixed-interval

Desired behavior is reinforced after a certain amount of time has passed. For example, a weekly paycheck.

Fixed-ratio

Desired behavior is reinforced after a number of correct responses. For example, after 10 successful projects, you get a bonus.

Acquired needs framework

Framework that centers on the needs for achievement, affiliation, and power.

The need for achievement

He desire to accomplish a task or goal more effectively than was done in the past.

Process-based perspectives

How motivation occurs; how people behave to satisfy their needs.

Negative Reinforcement

Removal of future unpleasant consequences to increase likelihood that someone will repeat a behavior. In other words, removing undesirable things will make people perform better.

Extinction

Removal of positive or negative reinforcements following the incidence of a behavior to be extinguished to decrease the likelihood that behavior will be repeated.

Explain motivation factors that influence dissatisfaction/no dissatisfaction with Herzberg's view

Supervision, working conditions, interpersonal relationships, pay/job security, and company policies.

Punishment

The application of negative outcomes to decrease the likelihood of a behavior.

Behavior motivation

The application of reinforcement theory to influence the behaviors of people in organizational settings.

Equity

The belief that we are treated fairly compared to others.

Valence

The degree of attractiveness or unattractiveness a particular outcome has for a person. Bonuses/pay raises have positive valences whereas stress is a negative valence.

Need for power

The desire to control one's environment, including financial, material, informational, and human resources.