Help
Options
Didn't know it?
click below
click below
Knew it?
click below
click below
Don't Know
Remaining cards (0)
Know
retry
shuffle
restart
0:00
Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.
Normal Size Small Size show me how
Normal Size Small Size show me how
MGMT:Ch12
| Question | Answer |
|---|---|
| What is motivation? | the psychological processes that arouse and direct goal-directed behavior |
| What is a simple model of motivation? | Unfulfilled Need->Motivation->Behaviors->Reward->Feedback |
| Extrinsic Rewards | satisfaction in the payoff from others (payoff such as money, a person receives from other for performing a particular task) |
| Intrinsic Rewards | satisfaction in performing the task itself (such as a feeling of accomplishment, a person receives from performing the particular task itself) |
| Content Perspectives | need-based perspectives, are theories that emphasize the needs that motivate people |
| What question does the content perspective ask? | What kind of needs motivate employees in the workplace? |
| Needs | physiological or psychological deficiencies that arouse behavior |
| Who is Abraham Maslow? | Brandeis University psychology profesor, one of the first to research motivation in 1943 |
| Hierarchy of Needs Theory | people are motivated by five levels of needs: (1) physiological (2) safety (3) love (4) esteem and (5) self-actualization |
| Physiological Needs | most basic human physical needs, in which one is concerned with having food, clothing, shelter, and comfort, and with self-preservation |
| Safety Needs | concerned with physical safety and emotional security, a person is concerned with avoiding violence and threats |
| Love Needs | love, friendship, and affection |
| Esteem Needs | self-respect, status, reputation, recognition, and self confidence |
| Self Actualization Needs | self-fulfillment: the need to develop one's fullest potential and become the best one is capable of being |
| How it applies to management: | Managers should first try to meet level 1&2 of needs so workers aren't preoccupied, but should give a chance to fulfill higher level needs to advance goals of organization |
| Who is David McClelland? | well known psychologist, investigated the needs for affiliation and power and proposed the Acquired Needs Theory |
| Acquired Needs Theory | states that three needs- achievement, affiliation, and power- are major motives determining people's behavior in the workplace |
| What does McClelland believe? | we are not born with needs, but we learn form the culture and our life experiences |
| Need for Achievement | "I need to excel at tasks"- the desire to excel, to do something better or more efficiently, to solve problems, to achieve excellence in challenging tasks |
| Need for Affiliation | "I need close relationships."- desire for friendly and warm relations with other people |
| Need for Power | "I need to control others"- desire to be responsible for other people, to influence behavior, or to control them |
| What is the negative form of THE NEED FOR POWER | Personal power- the desire to dominate others, and involves manipulating people for one's own gratification |
| What is the positive form of THE NEED FOR POWER | Institutional Power- the need to solve problems that further organizational goals |
| Need for Achievement (Work Preferences) | prefer working alone, willing to take moderate risks, high need for achievement: do work that offers feedback on performance, challenging but achievable goals, and individual responsibilities (creativity) |
| Need for Power (Work Preferences) | enjoy being in control of people and events and being recognized for responsibility. |
| Need for Affiliation (Work Preferences) | seek social approval and satisfying personal relationships; prefer work in sales and building social relationships |
| Who is Frederick Herzberg | Studied 203 accountants and engineers who were interviewed to find factors for job satisfaction or dissatisfaction |
| Two-Factor Theory | proposed that work satisfaction and dissatisfaction arise from two different factors- work satisfaction from MOTIVATING FACTORS and work dissatisfaction from HYGIENE FACTORS |
| Hygiene Factors: | "Why are my people dissatisfied?"- lower level needs associations with job dissatisfaction (salary, working conditions, interpersonal relationships, company policy) which affect job context in which people work |
| Motivating Factors | "What will make my people satisfied?"- higher level needs, motivators associated with job satisfaction (achievement, recognition, responsibility, and advancement) which affect job content or rewards of work performance |
| Range of Hygiene Factors | Dissatisfaction ----> No Dissatisfaction |
| Range of Motivating Factors | No Satisfaction ------> Satisfaction |
| How to motivate employees using the Two-Factor Theory | Step 1: Eliminate dissatisfaction; Step 2: Concentrate on spurring motivation |
| Process Perspectives | concerned with the thought processes by which people decide how to act- tries to understand why employees have different needs, what behaviors they select to satisfy them, and how they decide if their choices were successful |
| What are the three process perspectives on motivation? | Equity Theory; Expectancy Theory; Goal-Setting Theory |
| What is Job Design? | (1) the division of an organization's work among its employees and (2) the application of motivational theories to jobs to increase satisfaction and performance |
| What are the two approaches to job design? | Traditional: fitting people to jobs, Modern: fitting jobs to people |
| Fitting People to Jobs | based on the assumption that people will gradually adapt to any work situation, "how can we make the worker most compatible with the work?" |
| Job Simplification | (Fitting people to jobs)- process of reducing the number of tasks a worker performs |
| Two techniques of FITTING JOBS TO PEOPLE | Answers the question: "How can we make the work most compatible with the worker so as to produce both high performance and high job satisfaction?"- JOB ENLARGEMENT & ENRICHMENT |
| Job Enlargement (Horizontal Loading) | increasing the number of tasks in a job to increase variety and motivation- wont have a significant and lasting positive effect on job performance (working two boring tasks doesn't make it challenging) |
| Job Enrichment (Vertical Loading) | building into a job such motivating factors as responsibility, achievement, recognition, stimulating work, and advancement |
| Who are J. Richard Hackman and Greg Oldham? | Developed the Job Characteristic Model (an outgrowth of job enrichment) |
| Job Characteristic Model | consists of five core job characteristics that affect three critical psychological states of an employee and in turn affect work outcomes- the employees motivation, performance, and satisfaction |
| Five Job Characteristics | Skill Variety, Task Identity, Task Significance, Autonomy, Feedback |
| Three Psychological States | Experienced Meaningful Work, Experienced Responsibility for Work Outcomes, Knowledge of Actual Results of the Work |
| Work Outcomes | High work motivation, performance, satisfaction, Low absenteeism and turnover |
| Contingency Factors | degrees to which a person wants personal and psychological development- job design works when employees have (1) necessary knowledge and skill (2) desire for personal growth (3) context satisfactions |
| Three Major Steps to Applying Job Characteristic Model | Diagnose the work environment to see whether a problem exists, Determine whether job redesign is appropriate, and Consider how to redesign the job |
| Who are Edward L. Thorndike and B.F. Skinner? | Skinner is the father of operant conditioning; Thorndike is the father of law of effect |
| What is Operant Conditioning? | the process of controlling behavior by manipulating its consequences |
| What is Law of Effect? | behavior that results in unpleasant outcomes is not likely to be repeated |
| Reinforcement Theory | attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated, whereas behavior with negative consequences tends not to be repeated |
| Behavior Modification | use of reinforcement theory to change human behavior |
| Reinforcement | anything that cuases a given behavior to be repeated or inhibited |
| Four Types of Reinforcement | (1) Positive Reinforcement (2) Negative Reinforcement (3) Extinction and (4) Punishment |
| Positive Reinforcement | use of positive consequences to encourage desirable behavior, giving rewards (strengthen the behavior of employee) |
| Negative Reinforcement | removal of unpleasant consequences following a desired behavior, avoiding unpleasantness (causes employee to maintain existing behavior) |
| Extinction | witholding or withdrawal of positive rewards for desirable behavior so the behavior is less likely to occur in the future (weaken employees efforts to perform better in the future) |
| Punishment | application of negative consequences to stop or change undesirable behavior (could inhibit employee from wrongdoings) |
| Using Positive Reinforcement in the Workplace | Reward only desirable behavior, give rewards ASAP, be clear about what behavior is desired, have different rewards and recognize individual differences |
| Using Punishment in the Workplace | Punish only undesirable behavior, give reprimands ASAP, be clear about what behavior is undesirable, administer punishments in private, combing punishments and positive reinforcements |
| Characteristics of the Best Incentive Compensation Plans | (1) Rewards must be linked to performance and be measurable (2) the rewards must satisfy individual needs (3) rewards must be agreed on by manager and employees (4) rewards must be believable and achievable |
| Popular Incentive Compensation Plans | Pay for performance, Bonuses, Profit Sharing, Gainsharing, Stock Options, and Pay for Knowledge |
| Pay for Performance | bases pay on one's results: piece rate (employees are paid according to how much output they produce); sales commission (paid percentage of earnings the company made from sale) |
| Bonuses | Cash awards given to employees who achieve specific performance objectives |
| Profit Sharing | distribution to employees of a percentage of the company's profits (apportioned to performance, attendance, lateness) |
| Gainsharing | the distribution of savings or "gains" to groups of employees who reduced costs and increased measurable productivity |
| Stock Options | certain employees are given the right to buy stock at a future date for a discounted price |
| Pay for Knowledge | skill-based pay, ties employee pay to the number of job-relevant skills or academic degrees they earn |
| Nonmonetary Ways of Motivating Employees | Need for work-life balance, need to expand skills, need to matter |
| Thoughtfulness: The Value of Being Nice | Satisfaction with supervisors, employers can promote personal relationships by offering breaks or other opportunities to socialize |
| Work-Life Benefits | programs used by employers to increase productivity and commitment by removing barriers that make it hard for people to strike a balance between their work and personal lives (help with daycare costs, enable work at home) |
| Surroundings | no cubicles, space therapy |
| Skill-Building and Educational Opportunities | match co-workers from who employees can learn, tuition reimbursement for part time study at college |
Created by:
bbyjx3
Popular Management sets