Chapter 5 BA 12N – Flashcards

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Refers to the forces within a person that affect the direction , intensity and persistence of voluntary behavior.
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Motivation
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The employee's emotional and cognitive motivation, self-efficacy to perform the job, perceived clarity of the organization's vision and his or her specific role in that vision, and belief that he or she has the resources to get the job done.
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Employee Engagement
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The employee's emotional and cognitive motivation
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Motivation
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Self-efficacy to perform the job
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Ability
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Perceived clarity of the organization's vision and his or her specific role in that vision
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Role Perception
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Belief that he or she has the resources to get the job done
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Situational Factors
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Hardwired characteristics of the brain that correct deficiencies or maintain internal equilibrium by producing emotions to energize individuals
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Drive
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Goal-directed forces that people experience
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Need
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What produces emotions?
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Drive
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What makes up your emotional experiences?
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Need
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What adjusts our drives and needs?
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Self-concept, social norms, past experiences
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The need for food, air, water, shelter, and the like.
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Physiological Needs
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The need for a secure and stable environment and the absence of pain, threat, or illness.
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Safety
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The need for love, affection, and interaction with other people.
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Belongingness/Love
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The need for self-esteem through personal achievement as well as social esteem through recognition and respect from others.
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Esteem
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The need for self-fulfillment, realization of one's potential.
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Self-actualization
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Primary needs that are innate and universal.
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Drives
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Physiological, safety, belongingness/love, esteem needs are classified as:
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Deficiency Need
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Self-actualization is a need that is classified as:
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Growth Need
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The root of all motivation
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Motivation to Survive
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Views the biological or genetic programming as the cause of motivation.
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Instinct Theory of Motivation
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Contribution of Maslow's Work:
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• Holistic Perspective • Humanistic Perspective • Positive Perspective
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Explaining that needs and drives should be studied together because human behavior is typically initiated by more than one of them at the same time.
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Holistic Perspective
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Higher-order needs are influenced by personal and social influences, not just instincts.
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Humanistic Perspective
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Focusing on need gratification rather than only on need deprivation.
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Positive Perspective
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Limitations of Maslow's Work:
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• Developed only from personal observations • Empirical studies have concluded that people do not progress through the hierarchy • In reality, the priority of our needs rise and fall more frequently , like daily or weekly, not every few years.
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Who developed the ERG theory?
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Clayton P. Alderfer
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A needs hierarchy theory consisting of three fundamental needs—existence, relatedness, and growth.
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ERG Theory
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An individual's needs are acquired and shaped over time. This theory was developed by David McClelland.
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Learned Needs Theory
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A need in which people want to accomplish reasonably challenging goals and desire unambiguous feedback and recognition for their success. • You want to accomplish reasonably challenging goals through your own effort • Prefer to work alone rather in groups/teams • Choose tasks with a moderate degree of risk • Desire unambiguous feedback and recognition • Money is a weak motivator • People with low levels of this perform better with money as an incentive
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Need for Achievement (nAch)
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A need in which people seek approval from others, conform to their wishes and expectations, and avoid conflict and confrontation. • Desire to seek approval from others • Project favorable image of yourself • Avoid conflict • High nAff employees work well in coordinating roles to mediate conflicts • Less effective at allocating scarce resources and making decisions that generate conflict • Not fit for decision making positions
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Need for Affiliation (nAff)
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A need in which people want to control their environment, including people and material resources, to benefit either themselves or others. • Exercise control over others • Leadership positions
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Need for Power (nPow)
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Individuals who enjoy their power for its own sake, use it to advance personal interests, and wear their power as a status symbol.
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Personalized Power
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Desire power as a means to help others.
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Socialized Power
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A motivation theory that is based on the innate drives to acquire, bond, learn, and defend and that incorporates both emotions and rationality.
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Four-drive Theory
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This is the drive to: ́ Seek ́ Take ́ Control ́ Retain objects and personal experiences ́ Includes enhancing one's self-concept through relative status and recognition in society ́ It is the foundation of competition and the basis of our need for esteem
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Drive to Acquire
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This is the drive to: ́ Form Social relationships ́ Develop mutual caring commitments with others ́ Motivates people to cooperate ́ Is a fundamental ingredient in the success of organizations and the development of societies
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Drive to Bond
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This is the drive to: ́ Satisfy our curiosity ́ To know and understand ourselves and the environment around us ́ Related to higher-order needs of growth and self-actualization
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Drive to Learn
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This is the drive to: ́ Protect ourselves physically and socially ́ Creates a "fight-or-flight" response in the face of personal danger ́ Includes defending our relationships, our acquisitions, and our belief systems
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Drive to Defend
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́ Are innate and universal ́ Hardwired in our brains and are found in ALL human beings ́ Independent of each other ́ A complete set - there are no fundamental drives excluded from the model
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Four-drive theory
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Key features of the Four-drive theory model:
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Drive to Acquire, Bond, and Learn - Proactive Drive to Defend - Reactive
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How do drives influence employee motivation?
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Drives produce EMOTIONS (self-concept, social norms, and past experience) translate these emotions into goal-directed needs, and these individual characteristics also translate needs into decisions and behavior.
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Our mental skill set relies on:
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́ Social Norms ́ Past Experience ́ Personal Values
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Perspectives of the Four-drive theory model
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́ Holistic - Relates to all drives, not just one or two ́ Humanistic - It acknowledges the role of human though and social influences, not just instinct
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A motivation theory based on the idea that work effort is directed toward behaviors that people believe will lead to desired outcomes.
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Expectancy Theory
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Individual's perception that his or her effort will result in a particular level of performance. (Probability: 1.0 or 0.0)
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Effort to Performance Expectancy (E-to-P Expectancy)
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The perceived probability that a specific behavior or performance level will lead to a particular outcome. (Probability: 1.0 or 0.0)
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Performance to Outcome Expectancy (P-to-O Expectancy)
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It is the anticipated satisfaction or dissatisfaction that an individual feels toward an outcome. Represents a person's anticipated satisfaction with the outcome. (Range: -1 to +1 or -100 to +100)
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Valence
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Factors that increase _______________ are: • Train employees • Select people with required competencies • Provide role clarification • Provide sufficient resources • Provide coaching and feedback
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E-to-P Expectancy
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Factors that increase _______________ are: • Measure performance accurately • Describe outcomes of good and poor performance • Explain how rewards are linked to past performance
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P-to-O Expectancy
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• Ensure that rewards are valued • Individualize rewards • Minimize countervalent outcomes
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Outcome Valences
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It is the process of motivating employees and clarifying their role perceptions by establishing performance objectives. A powerful process for thinking about your ideal future, and for motivating yourself to turn your vision of this future into reality.
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Goal Setting
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The process of _____________ helps you choose where you want to go in life.
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Setting goals
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Why it is important to set goals?
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-Gives you long-term vision and short-term motivation . -It focuses your acquisition of knowledge, and helps you to organize your time and your resources so that you can make the very most of your life.
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Factors that influence task effort:
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-Specific -Relevant -Challenging -Commitment -Participation -Feedback
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Where is the area of optimal goal difficulty?
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Challenging
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Characteristics of an effective feedback:
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-Specific -Relevant -Timely -Sufficiently Frequent -Credible
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-Also known as "Appreciative Coaching" -Maximizing employees potential by focusing on their strengths rather than weaknesses -Can motivate employees because they seek feed- back about their strengths, not their flaws
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Feedback Through Strengths-Based Coaching
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Sources of Feedback:
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-Social Sources -Nonsocial Sources
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-Is an example of a social form feedback -Is an information collected from a circle of people, including subordinates, peers, supervisors and customers
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Multisource (360-Degree) Feedback
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Source of feedback that: -Tend to delay negative information -Leave out information -Distort bad news in a positive way -Improve self-esteem
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Social Feedback
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Source of feedback that: -To learn about their (employees) progress toward goal accomplishment -Less damaging to self-esteem
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Nonsocial Feedback
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It is an employee's perception of their organization's behaviors, decisions and actions and how these influence the employees own attitudes and behaviors at work.
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Organizational Justice
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Two forms of organizational justice:
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-Distributive Justice -Procedural Justice
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Perceived fairness in the individual's ratio of outcomes to contribution compared with a comparison other's ratio of outcomes to contribution. Examples: -Racial Wage Gap -Gender Wage Gap
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Distributive Justice
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-Perceived fairness of the procedures used to distribute resources -Transparency or lack of it. How compensation or rewards are given
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Procedural Justice
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A theory explaining how people develop perceptions of fairness in the distribution and exchange of resources.
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Equity Theory
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