1
Q
What is extrinsic motivation?
A
Motivation based on external rewards such as pay, promotion, or recognition.
2
Q
What is intrinsic motivation?
A
Motivation based on internal enjoyment, satisfaction, or personal growth.
3
Q
Give an example of extrinsic motivation.
A
Working for a bonus or a raise.
4
Q
Give an example of intrinsic motivation.
A
Doing a task because you find it fun or interesting.
5
Q
What is the performance equation?
A
P = A × M × O (Performance = Ability × Motivation × Opportunity).
6
Q
In P = A × M × O, what is Ability?
A
Whether you can do the task.
7
Q
In P = A × M × O, what is Motivation?
A
Whether you want to do the task.
8
Q
In P = A × M × O, what is Opportunity?
A
Whether the situation allows you to do the task.
9
Q
What do content theories focus on?
A
Which needs cause motivation.
10
Q
What do process theories focus on?
A
How motivation works and what influences it.
11
Q
What are needs?
A
Psychological and physiological deficiencies that create motivation.
12
Q
What are examples of content theories?
A
Maslow, McClelland, Self-Determination, Herzberg.
13
Q
What are Maslow’s 5 needs (lowest to highest)?
A
Physiological, Safety, Love, Esteem, Self-Actualization.
14
Q
What are physiological needs?
A
Food, water, shelter, basic survival.
15
Q
What are safety needs?
A
Security, physical and emotional protection.
16
Q
What are love needs?
A
Belonging, affection, relationships.
17
Q
What are esteem needs?
A
Reputation, confidence, status, respect.
18
Q
What is self-actualization?
A
Becoming the best version of yourself.
19
Q
Which Maslow needs are deficiency needs?
A
Physiological, Safety, Love.
20
Q
Which Maslow needs are growth needs?
A
Esteem and Self-Actualization.
21
Q
How does Maslow say needs are satisfied?
A
Sequentially, one step at a time.
22
Q
A
23
Q
What happens when one need is met according to Maslow?
A
The next higher need motivates behavior.
24
Q
What does McClelland’s theory focus on?
A
Three learned needs that motivate people.
25
What are McClelland’s three needs?
Achievement, Affiliation, Power.
26
What is need for achievement?
Desire to overcome obstacles and excel.
27
What is need for affiliation?
Desire to build relationships and be liked.
28
What is need for power?
Desire to influence, teach, and lead others.
29
According to McClelland, what leads to job success?
Fit between a person’s needs and their job.
30
What is Self-Determination Theory about?
Intrinsic motivation from natural needs.
31
What are the three SDT needs?
Competence, Autonomy, Relatedness.
32
What is competence?
Feeling capable and skilled.
33
What is autonomy?
Having choice and control in your actions.
34
What is relatedness?
Feeling connected and belonging.
35
What does Herzberg’s theory separate?
Hygiene factors and motivating factors.
36
What are hygiene factors?
Factors that prevent dissatisfaction but do not increase satisfaction.
37
Give examples of hygiene factors.
Pay, supervision, working conditions, company policies, job security.
38
What are motivating factors?
Factors that increase satisfaction.
39
Give examples of motivating factors.
Achievement, recognition, the work itself, responsibility, growth, advancement.
40
Can hygiene factors create satisfaction?
No, they only prevent dissatisfaction.
41
Can motivating factors reduce dissatisfaction?
No, they increase satisfaction but their absence means no satisfaction.
42
Good pay but boring tasks results in what according to Herzberg?
No dissatisfaction, but also no satisfaction.
43
What are process theories?
Theories explaining how motivation works and how people are motivated.
44
Give examples of process theories.
Equity theory, Justice theory, Expectancy theory, Goal-setting theory.
45
What is Equity Theory?
A theory where people compare their input–output ratios to those of others to judge fairness.
46
What are inputs in Equity Theory?
Effort, time, skills, experience, and education.
47
What are outputs in Equity Theory?
Pay, recognition, promotions, benefits, and other rewards.
48
What creates feelings of inequity?
Perceived unfairness when comparing your input–output ratio to others.
49
What can someone do if they feel under-rewarded (negative inequity)?
Ask for a raise, reduce effort, change jobs, or try to change the other person’s inputs or outputs.
50
What is meant by 'equity is perceived'?
People’s fairness judgments are based on their perceptions, not objective reality.
51
What is justice theory?
A theory that focuses on people’s perceptions of fairness at work and how that affects behavior.
52
What is distributive justice?
Perceived fairness of the outcomes or rewards people receive.
53
What is procedural justice?
Perceived fairness of the processes and procedures used to make decisions.
54
What is interactional justice?
Perceived fairness of interpersonal treatment, such as respect and politeness from managers.
55
Can the three types of justice complement each other?
Yes, high levels in one can sometimes help offset low levels in another.
56
How can HR practices affect justice perceptions?
Involving employees in decisions and using fair procedures can increase justice perceptions.
57
What is Expectancy Theory (Vroom)?
A theory stating motivation depends on expectancy, instrumentality, and valence.
58
In Expectancy Theory, what is Expectancy?
Belief that effort will lead to the desired level of performance.
59
In Expectancy Theory, what is Instrumentality?
Belief that good performance will lead to desired rewards.
60
In Expectancy Theory, what is Valence?
The value a person places on the rewards.
61
What happens to motivation if expectancy is zero?
Motivation is zero because the person does not believe effort will lead to performance.
62
What happens to motivation if instrumentality is zero?
Motivation is zero because the person does not believe performance will lead to rewards.
63
What happens to motivation if valence is zero or negative?
Motivation is zero or very low because the reward is not valued or is disliked.
64
What are the three key 'paths' in Expectancy Theory?
Effort → Performance (Expectancy), Performance → Rewards (Instrumentality), Rewards → Personal Goals (Valence).
65
How can organizations maximize expectancy?
Provide clear goals, training, resources, and remove obstacles so employees believe effort leads to performance.
66
How can organizations maximize instrumentality?
Build fair, transparent reward systems and accurately measure performance.
67
How can organizations maximize valence?
Offer rewards employees actually value and recognize individual differences.
68
In Expectancy Theory, what does it mean that motivation is a multiplicative function?
All three components (expectancy, instrumentality, valence) must be present; if one is zero, motivation is zero.
69
Jane believes if she works hard, she will perform better. Which element of Expectancy Theory is this?
Expectancy.
70
Jane believes if she performs better, she will be promoted. Which element of Expectancy Theory is this?
Instrumentality.
71
Jane really wants the promotion. Which element of Expectancy Theory is this?
Valence.
72
What is Goal-Setting Theory?
A theory that says specific and challenging goals increase motivation and performance.
73
What does SMART stand for in goal setting?
Specific, Measurable, Attainable, Results-focused, Time-bound.
74
In SMART goals, what does Specific mean?
The goal is clear and detailed, not vague.
75
In SMART goals, what does Measurable mean?
Progress toward the goal can be tracked with numbers or clear criteria.
76
In SMART goals, what does Attainable mean?
The goal is challenging but realistic given resources and abilities.
77
In SMART goals, what does Results-focused mean?
The goal is about outcomes, not just activities.
78
In SMART goals, what does Time-bound mean?
The goal has a deadline or time frame.
79
What kind of goals are best for motivation?
Difficult but achievable goals.
80
How do goals affect effort and performance?
Good goals lead to higher effort, better focus, and higher performance.
81
According to Goal-Setting Theory, why is feedback important?
Feedback helps people see progress and adjust their effort to meet the goal.
82
What is an example of a vague (not SMART) goal?
'I want to do well in school.'
83
What is an example of a SMART goal?
'I want to earn at least an 85 on Exam 3.'
84
What is a deficiency need?
A need that arises from lack and is satisfied externally (like physiological or safety needs).
85
What is a growth need?
A need related to personal development and is satisfied internally (like self-actualization).
86
What is an intrinsic reward?
A self-granted reward such as pride, enjoyment, or sense of accomplishment.
87
What is an extrinsic reward?
An externally given reward such as pay, bonuses, promotions, or praise.
88
What is an example of a social extrinsic reward?
Recognition, compliments, or public praise.
89
According to Herzberg, what happens if hygiene factors are missing?
Employees feel dissatisfied.
90
According to Herzberg, what happens if motivating factors are strong?
Employees feel satisfied and motivated.
91
Can a person feel neither satisfied nor dissatisfied according to Herzberg?
Yes, this happens when hygiene factors are okay but motivators are lacking.
92
In Equity Theory, what is negative inequity?
Feeling under-rewarded compared to others.
93
In Equity Theory, what is positive inequity?
Feeling over-rewarded compared to others.
94
How might someone restore equity if they feel under-rewarded?
Reduce effort, ask for more pay, change jobs, or mentally distort comparisons.
95
How might someone restore equity if they feel over-rewarded?
Increase effort or mentally justify the higher rewards.
96
What is the difference between equity and equality?
Equity is about fairness of input-output ratios; equality is about everyone getting the same amount.
97
Why do organizations care about justice perceptions?
Because fairness affects attitudes, performance, and turnover.
98
How can managers support procedural justice?
Use consistent procedures and allow voice or appeals.
99
How can managers support interactional justice?
Treat employees with respect, honesty, and courtesy.
100
What do we know about goal difficulty and success?
More difficult goals (that are still achievable) generally lead to higher motivation and performance.
Busi Org + HR
flashcards
Decks in class (22)
# Cards
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Chapter 237
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Chapter 346
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Chapter 461
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Chapter 823
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Chapter 543
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Chapter 61
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Review49
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Chapter 70
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Post exam review5
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Chapter 1355
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Chapter 1733
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Chapter 1638
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Chapter 1552
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Chapter 1455
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Chapter 2138
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Chapter 2452
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Chapter 2547
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Chapter 2645
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Exam 3 Review51
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Chapter 23100
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Chapter 2254
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Chapter 2040
