Chapter 8 Part 2

Question 1

Motivation (motivating employees)

Answer 1

Starts with good employee morale

Question 2

Morale (Motivating employees)

Answer 2

The mental attitude of employees toward their employers and jobs, often including a sense of purpose

Question 3

Positive job attitude (motivating employees)

Answer 3

usually enhanced with meaningful work, growth opportunities, and trust in leadership

Question 4

High employee morale (motivating employees)

Answer 4

generally results from good management, including an understanding of human needs and an effort to satisfy those needs in ways that move the company forward

Question 5

Low employee morale (motivating employees)

Answer 5

Usually signals poor relationships between managers and employees and often results in absenteeism, voluntary turnover, and lack of motivation

Question 6

Extrinsic rewards

Answer 6

external rewards, or outside of, the work itself (pay, benefits, praise etc)

Question 7

Intrinsic rewards

Answer 7

feelings related to performing the job (pride, goal, achievement etc)

Question 8

Punishment

Answer 8

A negative outcome in response to undesirable behaviour (being late, skipping meetings, poor customer service etc)

Question 9

Maslow’s Hierarchy

Answer 9

• People’s needs depend on what they already possess, or what is satisfied
• A satisfied need is not a motivator; only needs that remain unsatisfied can influence behaviour
• People’s needs are arranged in hierarchy of importance
  1. Once the satisfy one need, at least partially; another emerges and demands satisfaction
  2. appealing to lower level needs will not motivate if the need is already met
  3. Appealing to higher level needs will not work if there is unmet lower level needs

Question 10

Maslow’s Hierarchy

Answer 10

• Five levels of needs to satisfy in order:
  1. Physiological needs- food shelter etc.
  2. Safety needs- physical and economic protection
  3. Social needs- belongingness, acceptance
  4. Esteem needs- feeling valued and recognized
  5. Self-actualization needs- fulfillment of dreams, using all of your capabilities

Question 11

Herzberg’s Two-factor

Answer 11

• Hygiene factors: result in satisfaction but do not motivate, can demotivate if reduced or changed
  1. Salary, job security, working conditions
  2. Status, interpersonal relations, supervision
  3. Company policies
• Motivator factors: can produce high levels of motivation if positive
  1. Job responsibilities
  2. Achievement
  3. Recognition
  4. Growth opportunities

Question 12

Expectancy Theory

Answer 12

• Victor Vroom developed expectancy theory; that a person’s motivation can be affected by what they expects.
• It suggests that people use three factors to determine how much effort to put forth:
  1. A person’s subjective, or personal, prediction that a certain effort will lead to a desired result;
  2. The value of the outcome (reward) to the person;
  3. The person’s assessment of how likely a successful performance will lead to a desirable reward.

Question 13

Equity Theory

Answer 13

• An individual’s perception of fair and equitable treatment for themselves
• Dissatisfaction if they see inequity in how they are rewarded
• Based on a comparison to another employee: “I work a lot harder than that person who gets paid more”
• If they perceive their effort is under rewarded, they may reduce their effort to find equity. They may also look for a new comparison
• If they perceive their reward is greater given equal effort of others, they may feel guilty, and/or work harder.

Question 14

Goal-Setting Theory

Answer 14

• People will be motivated by setting goals; and working towards them.
  1. Goal specificity is the notion that goals are clear and concrete
  2. Goal difficulty shows how hard the goal is to reach, which can provide more motivation than an easier goal
  3. Goal acceptance relates to people’s understanding of the goal and their agreement with it; people are likely to reject a goal that is too challenging.
  4. Performance feedback is information about performance and how well the goal has been met.

Question 15

Management by Objectives (MBO)

Answer 15

• Managers focus on reachable goals to achieve the best results based on the organization’s resources
• Motivate individuals by aligning their objectives with the goals of the organization, increasing overall organization performance
• MBO principles:
  1. A series of related organizational goals and objectives
  2. Specific objectives for each person
  3. Participate decision-making
  4. A set time period to accomplish goals
  5. Performance evaluation and feedback

Question 16

Job enlargement

Answer 16

expands an employee’s responsibilities by increasing the number and variety of tasks assigned to the worker

Question 17

Job enrichment

Answer 17

expands an employee’s job duties to empower and employee to make decisions and learn new skills leading toward career growth

Question 18

Job rotation

Answer 18

involves systemically moving employees from one job to another, increasing their range of activities

Question 19

Managers’ Attitudes and Motivation

Answer 19

Assumptions managers make about employees affect management styles and motivation (Douglas McGregor)

Question 20

Theory X

Answer 20

assumes that employees dislike work and try to avoid it whenever possible, so management, must coerce them to do their jobs, money, job security, and fear are motivators

Question 21

Theory Y

Answer 21

assumes that typical person likes work and will seek and accept greater responsibility, self-control, self-direction and achievement are motivators

Question 22

William Ouchi Theory Z

Answer 22

views worker involvement as the key to increased productivity for the company and improved quality of work life for employees