MGT 101-95 chapters 13&14 – Flashcards
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According to industrial psychology, job performance is an additive function of motivation, ability, and situational constraints.
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false
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Both negative reinforcement and punishment weaken behavior (i.e., decrease its frequency).
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false
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An intrinsic reward is a reward associated with performing a task or activity for its own sake.
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true
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Briefly explain the following equation: Job Performance = Motivation ´ Ability ´ Situational Constraints.
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In industrial psychology, job performance is frequently represented by the equation: Job Performance = Motivation ´ Ability ´ Situational Constraints. In this formula, job performance is how well someone performs the requirements of the job, motivation is the degree to which someone works hard to do the job well, ability is the degree to which workers possess the knowledge, skills, and talent needed to do a job well, and situational constraints are factors beyond the control of individual employees, factors such as tools, policies, and resources that have an effect on job performance. Since job performance is a multiplicative function of motivation times ability times situational constraints, job performance will suffer if any one of these components is weak. Thus, motivation is only one of three factors influencing performance and can be overpowered by significant weaknesses in one or both of the other two components, thereby reducing performance in spite of high levels of motivation.
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Briefly explain the relationship between need satisfaction and motivation.
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Needs are the physical or psychological requirements that must be met to ensure survival and well-being. When needs are not met, people experience an internal state of tension, and the desire to resolve this tension can motivate people. Once a particular need is met, it no longer motivates. When this occurs, people become satisfied and are then motivated by other unmet needs. Studies generally show that there are only two general kinds of needs, lower-order needs and higher-order needs. Higher-order needs will not motivate people as long as lower-order needs remain unsatisfied.
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Leadership is the process of influencing others to achieve group or organizational goals.
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true
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How can managers use reinforcement theory to motivate their employees?
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Managers can use reinforcement theory to motivate workers by following five steps to understand critical performance-related behaviors: (1) identify, (2) measure, (3) analyze, (4) intervene, and (5) evaluate critical performance-related behaviors). Based on the understanding managers achieve from this process, they can avoid reinforcing the wrong behaviors; correctly administer punishment (objectively, impersonally, consistently, contingently, quickly, and only when no other viable alternative exists, while explaining the appropriate behavior and the reasons for the punishment); and choose a reinforcement schedule, such as continuous reinforcement, that balances simplicity and effectiveness.
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For goal-setting theory to motivate employees, managers must provide frequent, specific, performance-related feedback.
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true
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Expectancy theory describes one's motivation as a primarily unconscious process.
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false
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Define equity theory. List its basic components and give an example of one of these components.
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Equity theory says that people will be motivated at work when they perceive that they are being treated fairly. The basic components of equity theory are inputs, outcomes, and referents. Inputs are the contributions employees make to the organization. Inputs include education and training, intelligence, experience, effort, number of hours worked, and ability. Outcomes are the rewards employees receive in exchange for their contributions to the organization. Outcomes include pay, fringe benefits, status symbols, job titles and assignments, and even the leadership style of their superiors. Since perceptions of equity depend on how you are being treated compared to others, referents are others with whom people compare themselves to determine if they have been treated fairly. Usually, people choose to compare themselves to referents who hold the same or similar jobs or are otherwise similar to themselves in some way, such as in gender, race, age, or tenure.
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Motivation is the set of forces that initiates, directs, and makes people persist in their efforts to accomplish a goal.
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true
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The four kinds of reinforcement contingencies are positive reinforcement, negative reinforcement, punishment, and extinction.
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true
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There is no such thing as a "best" leadership style for all situations and employees.
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true
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What is the difference between a leader and a manager? What is the relative importance of leaders and managers to the success of organizations today?
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While leaders are different from managers, organizations need them both. Managers are critical to getting out the day-to-day work and leaders are critical to inspiring employees and setting the organization's long-term direction. The key issue is the extent to which organizations are properly led or properly managed. It has been argued that American organizations (and probably those in much of the rest of the industrialized world) are underled and overmanaged in that they do not pay enough attention to solving long-term problems effectively and adapting to their environments, while they pay too much attention to the bureaucratic details of productivity and efficiency within the status quo
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You manage a group of 4 employees each making $10/hour for a normal 40 hour week. What would be less expensive, paying them each 7 hours a week overtime at time and half or hiring a 5th employee at the same standard wage? What is the cost difference?
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cost of new person = 40 hours x $10= $400
cost of overtime 4 x 7 = 28 hours x $15/hour = $420
hire new person
