Question 1

the set of forces that initiates, directs, and makes people persist in their efforts to accomplish a goal

Accepted Answer

Motivation

Question 2

the choices people make about how much effort to put forth in their job

Accepted Answer

Initiation of effort

Question 3

the choices people make in deciding where to put fort effort in their jobs

Accepted Answer

Direction of effort

Question 4

the choices that people make about how long they will put forth effort in their jobs before reducing or eliminating those efforts

Accepted Answer

Persistence of effort

Question 5

Motivation x Ability x Situational Constraints

Accepted Answer

Job Performance=

Question 6

how well someone performs the requirements of a job

Accepted Answer

Job performance

Question 7

the degree to which workers possess the knowledge, skills, and talent needed to do a job well

Accepted Answer

Ability

Question 8

factors beyond the control of individual employees such as tools, policies, and resources, that have an effect on job performance

Accepted Answer

Situational constraints

Question 9

the physical or psychological requirements that must be met to ensure survival and well-being

Accepted Answer

Needs

Question 10

people are motivated by physiological (food and water), safety (physical and economic), belongingness (friendship, love, and affection), and self-actualization (realizing full-potential) needs

Accepted Answer

Maslow\'s Hierarchy of Needs theory

Question 11

people are motivated by existence (safety and physiological), relatedness (belongingness), and growth (esteem and self-actualization) needs

Accepted Answer

Alderfer\'s ERG theory

Question 12

people are motivated by the need for affiliation (to be liked and accepted), achievement (to accomplish challenging goals), or power (to influence others)

Accepted Answer

McClelland\'s Learned Needs theory

Question 13

-needs arranged in hierarchy from low (physiological) to high (self-actualization) -people are motivated by their lowest unsatisfied need -as needs are met, they work their way up to self-actualization needs

Accepted Answer

Maslow\'s predictions

Question 14

-people can be motivated by more need than one at a time -people are just as likely to move down the needs hierarchy as up, especially when they are unable to achieve satisfaction at the next higher need level

Accepted Answer

Alderfer\'s predictions

Question 15

-degree to which particular needs motivate varies tremendously from one person to the next -some people motivated primarily by achievement, and others by power or affiliation

Accepted Answer

McClelland\'d predictions

Question 16

needs concerned with safety and with physiological and existence requirements

Accepted Answer

Lower-order needs

Question 17

needs concerned with relationships (belongingness, relatedness, and affiliation), challenges and accomplishments (esteem, self-actualization, growth and achievement), and influence (power)

Accepted Answer

Higher-order needs

Question 18

rewards that are tangible, visible to others, and given to employees contingent on the performance of specific tasks or behaviors

Accepted Answer

Extrinsic reward

Question 19

Who determines and controls the distribution, frequency, and amount of extrinsic rewards such as pay, company stock, benefits, and promotions?

Accepted Answer

External agents (ex. managers)

Question 20

-getting people to do what they otherwise wouldnt -motivate people to perform four basic behaviors:  1. join the organization  2. regularly attend their jobs  3. perform their jobs well  4. stay with the organization

Accepted Answer

Extrinsic rewards accomplishments

Question 21

the natural rewards associated with performing a task or activity for its own sake

Accepted Answer

Intrinsic rewards

Question 22

a sense of accomplishment or achievement, a feeling of responsibility, the chance to learn something new, interacting with others, or simply the fun involved in performing and interesting task

Accepted Answer

Examples of intrinsic rewards

Question 23

1. Start by asking people what their needs are 2. Satisfy lower-order needs first 3. Expect people\'s needs to change 4. As needs change and lower-order needs are satisfied, create opportunities for employees to satisfy higher-order need

Accepted Answer

Steps managers take to motivate their employees to increase their effort

Question 24

people will be motivated when they PERCEIVE that they are being treated fairly

Accepted Answer

Equity theory

Question 25

inputs, outcomes, and referents

Accepted Answer

Three basic components of equity theory

Question 26

the contributions employees make to the organization (education, training, intelligence, experience, effort, number of hours worked and ability)

Accepted Answer

Inputs

Question 27

what employees receive in exchange for their contribution to the organization (pay, benefits, status symbols, job titles, and assignments)

Accepted Answer

Outcomes

Question 28

other people with whom people compare themselves to determine if they have been treated fairly (comparing yourself with a coworker, \"students in general\", yourself)

Accepted Answer

Referents

Question 29

comparison of rewards employees receive from an organization to their contributions

Accepted Answer

Outcome/input (O/I) ratio

Question 30

a form of inequity in which you are getting fewer outcomes relative to inputs than your referent is getting

Accepted Answer

Underreward

Question 31

a form of inequity in which you are getting more outcomes relative to inputs than your referent

Accepted Answer

Overreward

Question 32

reduction of inputs, increase of outcomes, rationalizing inputs or outcomes, changing the referent, or simply leaving

Accepted Answer

Results of unfair treatment

Question 33

1. Start by looking for and correcting major inequities 2. Reduce employees\' inputs 3.Make sure decision-making processes are fair

Accepted Answer

Steps managers can take to use equity theory to motivate employees

Question 34

the perceived degree to which outcomes and rewards are fairly distributed or allocated

Accepted Answer

Distributive justice

Question 35

perceived fairness of the procedures used to make reward allocation decisions

Accepted Answer

Procedural justice

Question 36

the idea that people will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they will be offered attractive rewards

Accepted Answer

Expectancy theory

Question 37

valence, expectancy, and instrumentality

Accepted Answer

The three factors of expectancy theory

Question 38

the attractiveness or desirability of a reward or outcome

Accepted Answer

Valence

Question 39

the perceived relationship between effort and performance

Accepted Answer

Expectancy

Question 40

the perceived relationship between performance and rewards

Accepted Answer

Instrumentality

Question 41

Valence x Expectancy x Instrumentality

Accepted Answer

Motivation=

Question 42

1. Systematically gather information to find out what employees want from their jobs 2. Take specific steps to link rewards to individual performance in a way that is clear and understandable to employees 3. Empower employees to make decisions if management really wants them to believe that their hard work and effort will lead to good performance

Accepted Answer

Steps managers can take to use expectancy theory to motivate employees

Question 43

the theory that behavior is a function of its consequences, that behaviors followed by positive consequences will occur more frequently, and that behaviors followed by negative consequences, or not followed by positive consequences, will occur less frequently

Accepted Answer

Reinforcement theory

Question 44

the process of changing behavior by changing the consequences that follow behavior

Accepted Answer

Reinforcement

Question 45

the cause-and-effect relationships between the performance of specific behaviors and specific consequences

Accepted Answer

Reinforcement contingencies

Question 46

rules that specify which behaviors will be reinforced, which consequences will follow those behaviors, and the schedule by which those consequences will be delivered

Accepted Answer

Schedule of reinforcement

Question 47

reinforcement that strengthens behavior by following behaviors with desirable consequences

Accepted Answer

Positive reinforcement

Question 48

reinforcement that strengthens behavior by withholding an unpleasant consequence when employees perform specific behaviors

Accepted Answer

Negative reinforcement (aka avoidance learning)

Question 49

reinforcement that weakens behavior by following behaviors with undesirable consequences

Accepted Answer

Punishment

Question 50

reinforcement in which a positive consequence is no longer allowed to follow a previously reinforced behavior, thus weakening the behavior

Accepted Answer

Extinction

Question 51

schedule that requires a consequence to be administered following every instance of a behavior

Accepted Answer

Continuous reinforcement schedule

Question 52

schedule in which consequences are delivered after a specified or average time has elapsed or after a specified or average number of behaviors has occurred

Accepted Answer

Intermittent reinforcement schedule

Question 53

intermittent schedule in which consequences follow a behavior only after a fixed time has elapsed

Accepted Answer

Fixed interval reinforcement schedule

Question 54

intermittent schedule in which the time between a behavior and the following consequences varies around a specified average

Accepted Answer

Variable interval reinforcement schedule

Question 55

intermittent schedule in which consequences are delivered following a specific number of behaviors

Accepted Answer

Fixed ratio reinforcement schedule

Question 56

intermittent schedule in which consequences are delivered following a different number of behaviors, sometimes more and sometimes less, that vary around a specified average number of behaviors

Accepted Answer

Variable ratio reinforcement schedule

Question 57

1. Identify: singling out critical, observable, performance-related behaviors 2. Measure: determining the baseline frequencies of these behaviors 3. Analyze: studying the causes and consequences of these behaviors 4. Intervene: changing the organization by using positive and negative reinforcement to increase the frequency of these critical behaviors 5. Evaluate: assessing the extent to which the intervention actually changed workers\' behavior

Accepted Answer

Steps to motivating workers with reinforcement theory

Question 58

1. Don\'t reinforce the wrong behaviors 2. Correctly administer punishment at the appropriate time 3. Choose the simplest and most effective schedule of reinforcement

Accepted Answer

What should managers remember when motivating with the reinforcement theory?

Question 59

a target, objective, or result that someone tries to accomplish

Accepted Answer

Goal

Question 60

theory that people will be motivated to the extent to which they accept specific, challenging goals, and receive feedback that indicates their progress toward goal achievement

Accepted Answer

Goal-setting theory

Question 61

the extent to which goals are detailed, exact, and unambiguous

Accepted Answer

Goal specificity

Question 62

the extent to which a goal is hard to or challenging to accomplish

Accepted Answer

Goal difficulty

Question 63

the extent to which people consciously understand and agree to goals

Accepted Answer

Goal acceptance

Question 64

information about the quality or quantity of past performance that indicates whether progress is being made toward the accomplishment of a goal

Accepted Answer

Performance feedback

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