1
Q
money is more important then unpleasant work.
A
The Traditional Motivation Approach
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2
Q
employees want to feel useful and important, prioritizing social needs over money
A
The Human Relations Motivation Approach
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3
Q
contributions themselves are valuable to both individuals and organizations.
A
The Human Resource motivation Approach
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4
Q
Approach to motivation that tries to answer the question, What factor(s) motivate people?
A
content perspectives
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5
Q
physiological, security, belongingness, self-esteem, and self-actualization
A
Maslow’s hierarchy of needs (bottom up)
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6
Q
realizing one’s potential for continued growth and individual development
A
self-actualization needs
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7
Q
needs are grouped into three possibly overlapping categories—existence, relatedness, and growth
A
ERG theory of motivation
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8
Q
correspond to physiological and security needs.
A
Existence needs
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9
Q
focus on how people relate to their social environment.
A
Relatedness needs
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10
Q
include the needs for self-esteem and self-actualization.
A
Growth needs
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11
Q
people’s satisfaction and dissatisfaction are influenced by two independent sets of factors—motivation factors and hygiene factors
A
two-factor theory of motivation
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12
Q
achievement, affiliation, and power.
A
the three individual needs
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13
Q
the desire to accomplish a goal/task more effectively than in the past
A
need for achievement
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14
Q
The desire for human companionship and acceptance
A
need for affiliation
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15
Q
The desire to be influential in a group and to control one’s environment
A
need for power
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16
Q
Suggests that motivation depends how much we want something and how likely we think we are to get it
A
Expectancy theory
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17
Q
the individual’s perception of the probability that effort will lead to high performance
A
effort-to-performance expectancy
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18
Q
The individual’s perception that performance will lead to a specific outcome
A
performance-to-outcome expectancy
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19
Q
An index of how much a person wants a particular outcome; the attractiveness of the outcome to the individual
A
valence
20
Q
if performance results in equitable rewards, people will be more satisfied.
A
The Porter-Lawler extension of expectancy theory
21
Q
people view their outcomes and inputs as a ratio and then compare it to someone else’s ratio.
A
Equity theory
22
Q
the extent to which a goal is challenging and requires effort.
A
Goal difficulty
23
Q
the clarity and precision of the goal.
A
Goal specificity
24
Q
the extent to which a person accepts a goal as his or her own.
A
Goal acceptance
25
Q
the extent to which she or he is personally interested in reaching the goal.
A
Goal commitment
26
Q
A method of strengthening good behavior with rewards
A
Positive reinforcement
27
Q
avoid doing things that would get you in trouble
A
avoidance
28
Q
Used to weaken bad behaviors by using negative outcomes
A
Punishment
29
Q
Used to weaken undesired behaviors by simply ignoring or not reinforcing them
A
Extinction
30
Q
Provides reinforcement at fixed intervals of time, such as regular weekly paychecks
A
fixed-interval schedule
31
Q
Provides reinforcement at varying intervals of time, such as occasional visits by the supervisor
A
variable-interval schedule
32
Q
Provides reinforcement after a fixed number of behaviors regardless of the time interval involved, such as a bonus for every fifth sale
A
fixed-ratio schedule
33
Q
Provides reinforcement after varying numbers of behaviors are performed, such as the use of compliments by a supervisor on an irregular basis
A
variable-ratio schedule
34
Q
enabling workers to set their own work goals, decisions, and solve problems within their sphere of responsibility and authority
A
Empowerment
35
Q
The process of giving employees a voice in making decisions about their own work
A
Participation
36
Q
collections of employees empowered to plan, organize, direct, and control their own work.
A
work teams
37
Q
Working a full 40-hour week in fewer than the traditional five days
A
compressed work schedule
38
Q
employees have some control over the hours they choose to work
A
(flextime) flexible work schedule
39
Q
When two part-time employees share one full-time job
A
job sharing
40
Q
Allowing employees to spend part of their time working offsite, usually at home
A
telecommuting
41
Q
Pay awarded to employees on the basis of a person’s performance and overall contributions to the organization.
A
Merit pay
42
Q
Compensation plan that formally bases at least some meaningful portion of compensation on merit
A
Merit pay plan
43
Q
Reward system wherein the organization pays an employee a certain amount of money for every unit she or he produces
A
piece-rate incentive plan
44
Q
reward individual performance immediately instead of waiting until the end of the year to adjust base salaries.
A
Individual incentive plans
45
Q
Similar to gainsharing, but the distribution of gains is tilted much more heavily toward employees
A
Scanlon plan
46
Q
give senior managers the option to buy company stock in the future at a predetermined fixed price
A
stock option plan
