16. Motivating employees Flashcards Preview

Introduction to Business Administration > 16. Motivating employees > Flashcards

Flashcards in 16. Motivating employees Deck (45)
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1
Q

Motivation

A

The process by which a person’s efforts are energized, directed, and sustained toward attaining a goal.

  • energy is a measure of intensity, drive, and vigor
  • effort is channeled in a direction that benefits the organization
  • we want employees to persist in putting forth effort
2
Q

Maslow’s hierarchy

A
  1. Physiological needs
  2. Safety needs
  3. Social needs
  4. Esteem needs
  5. Self-actualization needs
3
Q

McGregor’s theories:

A
  • Theory X: The assumptions that employees dislike work, are lazy, avoid responsibilitym and must be coerced to perform.
    2. Theory Y: The assumption that employees are creative, enjoy work, seek responsibility, and can exercise self-direction
4
Q

Hertzberg’s two-factor theory

A

(motivation-hygiene theory)

  • the motivation theory that claims that intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are associated with job dissatisfaction.
5
Q

Hygiene factors

A

factors that eliminate job dissatisfaction, but don’t motivate.

6
Q

Motivators

A

factors that increase job satisfaction and motivation

7
Q

Three needs theory

A
  1. Need for achievement (the drive to succeed and excel in relation to a set of standards)
  2. Need for power (The need to make others behave in a way that they would not have behaved otherwise.
  3. Need for affiliation - the desire for friendly and close interpersonal relationships.
8
Q

Need for affiliation

A

The desire for friendly and close interpersonal relationships

9
Q

Goal-setting-theory

A

the proposition that specific goals increase performance and that difficult goals, when accepted, result in higher performance than do easy goals.

10
Q

Self-efficacy

A

an individual’s belief that he or she is capable of performing a task.

11
Q

Reinforcement theory

A

The theory that behavior is a function of its consequences.

12
Q

Reinforcers

A

Consequences immediately following a behavior which increase the probability that the behavior will be repeated

13
Q

Designing motivaating jobs

A
  • Jobs design
  • Job scope
  • Job enlargement
  • Job enrichment
  • Job depth
  • Job characteristics model
14
Q

Job design

A

the way tasks are combined to form complete jobs

15
Q

Job scope

A

The number of different tasks required in a job and the frequency with which those tasks are repeated.

16
Q

Job enlargement

A

The horizontal expansion of a job that occurs as a result of increasing job scope.

17
Q

Job enrichment

A

The vertical expansion of a job that occurs as a result of additional planning and evaluation of responsibilities.

18
Q

Job depth

A

The degree of control employees have over their work.

19
Q

Job characteristics model

A

A framework for analyzing and designing jobs that identifies five primary core job dimensions, their interrelationships, and their impact on outcomes.

20
Q

Five core Job dimensions

A
  1. Skill variety
  2. Task identify
  3. Task significance
  4. Autonomy
  5. Feedback
21
Q

Skill variety

A

the degree to which a job requires a variety of activities so that an employee can use a number of different skills and talents.

22
Q

Task identify

A

the degree to which a job requires completion of a whole and identifiable piece of work.

23
Q

Task significance

A

the degree to which a job has a substantial impact on the lives or work of other people.

24
Q

Autonomy

A

the degree to which a job provides substantial freedom, independence, and discretion to the individual in scheduling the work and determining the procedures to be used in carrying it out.

25
Q

Feedback

A

the degree to which doing work activities required by a job results in an individual obtaining direct and clear information about the effectiveness of his or her performance.

26
Q

Relational perspective of work design

A

An approach to job design that focuses on how people’s tasks and jobs are increasingly based on social relationships.

27
Q

Proactive perspective of work design

A

An approach to job design in which employees take the initiative to change how their work is performed.

28
Q

High-involvement work practices

A

work practices designed to elicit greater input or involvement from workers.

29
Q

Equity theory

A

The theory that an employee compares his or her job’s input-outcome ratio with that of relevant others and then corrects any inequity.

30
Q

Referents

A

the persons, systems, or selves against which individuals compare themselves to assess equity

31
Q

Distributive justice

A

perceived fairness of the amount and allocation of rewards among individuals.

32
Q

Procedural justice

A

perceived fairness of the process used to determine the distribution of rewards.

33
Q

Expectancy theory

A

the theory that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.

34
Q

Expectancy (effort-performance linkage)

A

The perceived probability that an individual’s effort will result in a certain level of performance.

35
Q

Instrumentality

A

The perception that a particular level of performance will result in attaining a desired outcome (reward).

36
Q

Valence

A

The attractiveness/importance of the performance reward (outcome) to the individual.

37
Q

Motivating in tough economic circumstances

A
  • The economic recession of the last few years was difficult for many organizations.
  • Layoffs, tight budgets, minimal or no pay raises, benefit cuts, no bonuses, long hours doing the work of those who had been laid off was the reality that many employees faced.
38
Q

Managing Cross-Cultural Motivational Challenges

A
  • Most current motivation theories were developed in the United States by Americans and about Americans.
  • Managers can’t automatically assume motivational programs that work in one geographic location are going to work in others.
39
Q

Motivate unique groups of workers

A
  • Compressed workweek
    Longer daily hours, but fewer days.
  • Flexible work hours (flextime)
    Specific weekly hours with varying arrival, departure, lunch and break times around certain core hours during which all employees must be present.
  • Job Sharing -> Two or more people split a full-time job.
  • Telecommuting -> Employees work from home using computer links.
40
Q

Motivating professionals

A
  • Strong and long-term commitment to their field of expertise
  • Loyalty is to their profession, not to the employer
  • Have the need to regularly update their knowledge
  • Don’t define their workweek as 8:00 am to 5:00 pm.
41
Q

Motivating contingent workers

A
  • Opportunity to become a permanent employee
  • Opportunity for training
  • Equity in compensation and benefits
42
Q

Motivating Low-Skilled, Minimum-Wage Employees

A
  • Employee recognition programs

- Provision of sincere praise

43
Q

Open-book management

A

a motivational approach in which an organization’s financial statements (the “books”) are shared with all employees.

44
Q

Employee recognition programs

A

programs based on personal attention and expression of interest, approval, and appreciation for a job well done.

45
Q

Pay-for-performance programs

A

variable compensation plans that pay employees on the basis of some performance measure.