Contemporary Management Chapter 13
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Questions and Answers

What is the primary goal of organizational behavior modification?

  • To teach employees new skills
  • To promote organizationally functional behaviors (correct)
  • To reduce employee turnover
  • To increase competition among employees

    • Which of the following best describes negative reinforcement?

  • Introducing a new task to enhance productivity
  • Removing undesirable outcomes to encourage a behavior (correct)
  • Providing desirable outcomes to reinforce a behavior
  • Applying a penalty for poor performance

    • What is an important consideration when administering punishment in an organizational setting?

  • It should always be done in private (correct)
  • It should be delivered with emotional intensity
  • It should be applied consistently across all employees
  • It should come with a reward for good behavior

    • In social learning theory, which factor is crucial for a learner to effectively perform a observed behavior?

    <p>Motivation to replicate the behavior (A)</p> Signup and view all the answers

    What happens during the process of extinction in operant conditioning?

    <p>Reinforcement for a dysfunctional behavior is removed (B)</p> Signup and view all the answers

    Which of the following statements accurately describes motivator needs according to Herzberg’s theory?

    <p>Motivator needs include interesting work, autonomy, and responsibility. (D)</p> Signup and view all the answers

    What defines hygiene needs in Herzberg’s Motivation-Hygiene Theory?

    <p>They are related to a comfortable work environment and job security. (A)</p> Signup and view all the answers

    In McClelland’s theory, which need is primarily focused on an individual's desire to connect and bond with others?

    <p>Need for affiliation (C)</p> Signup and view all the answers

    Which of the following accurately describes the need for achievement according to McClelland’s theory?

    <p>The desire to perform tasks with excellence and meet personal standards. (B)</p> Signup and view all the answers

    How is equity perceived according to Equity Theory?

    <p>When a person feels their work outcomes are justified by their contributions. (D)</p> Signup and view all the answers

    Which of the following is NOT considered a factor in Herzberg's motivator needs?

    <p>Pay (A)</p> Signup and view all the answers

    Which need is characterized by a strong desire to control or influence others?

    <p>Need for power (D)</p> Signup and view all the answers

    What motivates individuals under Herzberg’s theory to remain satisfied with their jobs?

    <p>A combination of satisfying both motivator and hygiene needs (D)</p> Signup and view all the answers

    What is the main distinction between motivator and hygiene needs?

    <p>Motivator needs must be met for high satisfaction; hygiene needs prevent dissatisfaction. (C)</p> Signup and view all the answers

    What does the term 'effort' refer to in the context of motivation?

    <p>The intensity with which a person works towards goals (A)</p> Signup and view all the answers

    Which type of motivation involves behavior performed to benefit or help others?

    <p>Prosocially motivated behavior (C)</p> Signup and view all the answers

    In expectancy theory, what should managers focus on to motivate employees?

    <p>Ensuring employees perceive a connection between performance and rewards (A)</p> Signup and view all the answers

    How does 'persistence' in motivation relate to an individual's behavior?

    <p>It is the degree to which an individual maintains effort through obstacles (B)</p> Signup and view all the answers

    What role does pay play in motivation according to management theories?

    <p>It is often used as a significant motivator for behavior (A)</p> Signup and view all the answers

    What are 'inputs' in the context of workplace motivation?

    <p>Contributions made by an employee to their job or organization (A)</p> Signup and view all the answers

    According to equity theory, which aspect is critical for maintaining a motivated workforce?

    <p>Ensuring equity between employees' inputs and outcomes (B)</p> Signup and view all the answers

    What does equity theory primarily assess in the context of employee perception?

    <p>The balance between inputs and outcomes (B)</p> Signup and view all the answers

    In which scenario is an individual experiencing underpayment inequity according to equity theory?

    <p>An employee receiving equal outcomes despite contributing more (B)</p> Signup and view all the answers

    Which condition describes overpayment inequity in equity theory?

    <p>Outcomes are higher while inputs remain unchanged (A)</p> Signup and view all the answers

    What is the main psychological implication of perceived inequity in equity theory?

    <p>Potential feelings of resentment or dissatisfaction (C)</p> Signup and view all the answers

    How should an employee react if they perceive underpayment inequity according to equity theory?

    <p>Lower their inputs to match outcomes (A)</p> Signup and view all the answers

    Which outcome is likely when an engineer perceives equitable treatment?

    <p>Increased effort and engagement at work (D)</p> Signup and view all the answers

    If an engineer is experiencing feelings of overpayment inequity, what might be a possible consequence?

    <p>Diminished motivation due to guilt (C)</p> Signup and view all the answers

    What would be an example of a referent in equity theory?

    <p>A coworker with the same role (D)</p> Signup and view all the answers

    When referring to 'inputs' in equity theory, which of the following is an example?

    <p>An employee's experience and skillset (D)</p> Signup and view all the answers

    Which of the following statements best describes the outcomes in equity theory?

    <p>Outcomes can include both tangible and intangible rewards (D)</p> Signup and view all the answers

    What is the primary focus of Expectancy Theory?

    <p>The relationship between effort, performance, and outcomes (A)</p> Signup and view all the answers

    Which component of Expectancy Theory describes the belief that performance will lead to specific outcomes?

    <p>Instrumentality (C)</p> Signup and view all the answers

    What does 'valence' refer to in the context of Expectancy Theory?

    <p>The desirability of outcomes from the job (C)</p> Signup and view all the answers

    According to Maslow's Hierarchy of Needs, what is the most fundamental need that must be satisfied first?

    <p>Physiological needs (D)</p> Signup and view all the answers

    What does the term 'need' refer to in the context of Need Theories?

    <p>A requirement for survival and well-being (D)</p> Signup and view all the answers

    In Expectancy Theory, which term best encapsulates a person's perception regarding effort leading to performance?

    <p>Expectancy (B)</p> Signup and view all the answers

    According to the principles of Expectancy Theory, when is motivation expected to be highest?

    <p>When employees feel that effort leads to performance and then to rewards (A)</p> Signup and view all the answers

    How many levels of needs are identified in Maslow's Hierarchy of Needs?

    <p>Five (D)</p> Signup and view all the answers

    Which of the following components is not part of Expectancy Theory?

    <p>Disposition (C)</p> Signup and view all the answers

    Flashcards

    Motivation

    The psychological forces that influence a person's behavior in an organization, their effort level, and their persistence.

    Direction (Motivation)

    The range of actions a person can choose to take in their workplace.

    Effort (Motivation)

    How hard a person works on a task.

    Persistence (Motivation)

    How long a person perseveres through challenges and roadblocks in their work.

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    Intrinsic Motivation

    Doing something for the pure enjoyment and satisfaction it brings.

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    Extrinsic Motivation

    Doing something for external rewards like money, recognition, or to avoid punishment.

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    Prosocial Motivation

    Performing actions to help others and contribute to a greater good.

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    Expectancy Theory

    A theory stating that motivation arises when individuals believe their effort will result in good performance, and good performance will lead to desired outcomes.

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    Expectancy

    The belief that effort will lead to desired performance levels.

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    Instrumentality

    The belief that achieving a specific performance level will result in obtaining certain outcomes.

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    Valence

    The value an individual assigns to specific outcomes or rewards.

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    Need Theories

    A theory that suggests that motivation is driven by individuals trying to fulfill particular needs at work.

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    Maslow's Hierarchy of Needs

    An organized arrangement of five fundamental needs that motivate human behavior.

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    Maslow's Hierarchy of Needs Principle

    The lowest unmet need in Maslow's hierarchy acts as the primary motivator.

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    Need

    A requirement or essential factor for survival and well-being.

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    Motivational Level in Maslow's Hierarchy

    The level of needs that is motivational at a particular time. Only one need is motivating at a time.

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    Positive Reinforcement

    This involves giving people what they desire when they perform actions considered beneficial within an organization.

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    Negative Reinforcement

    It means removing or ending undesirable consequences when someone engages in actions that benefit the organization.

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    Extinction

    This technique aims to stop dysfunctional behaviors by eliminating whatever is reinforcing them.

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    Punishment

    This method involves applying an unpleasant or negative consequence when undesirable behavior occurs.

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    Organizational Behavior Modification (OB MOD)

    It's a practical approach that systematically uses operant conditioning to promote desired actions and discourage undesirable ones within organizations.

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    Equity

    A situation where an individual's perceived ratio of outcomes (e.g., salary, recognition) to inputs (e.g., effort, skills) is equal to that of their referent other. This creates a sense of fairness and balance.

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    Underpayment Inequity

    A state of imbalance where an individual perceives their outcomes/inputs ratio to be less than that of their referent other. This can lead to feelings of dissatisfaction, injustice, and demotivation.

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    Overpayment Inequity

    A state of imbalance where an individual perceives their outcomes/inputs ratio to be greater than that of their referent other. This can create feelings of guilt, discomfort, and a desire to reduce the imbalance.

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    Referent Other

    The person or group that an individual compares their situation to when evaluating fairness. This could be a coworker, a friend, or a generalized standard.

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    Inputs

    The factors an individual contributes to a situation, such as time, effort, skills, and experience.

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    Outcomes

    The things an individual receives in return for their inputs, such as salary, recognition, advancement opportunities, and job satisfaction.

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    Equity Theory

    The theory that individuals strive for perceived fairness and balance in their social exchanges. This drives motivation and behavior.

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    Herzberg's Motivation-Hygiene Theory

    A theory that distinguishes between motivator needs (related to job content) and hygiene needs (related to work environment). It suggests that motivator needs must be met for high motivation and job satisfaction.

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    Motivator Needs

    Factors that relate to the nature of the work itself, such as autonomy, responsibility, and interesting tasks.

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    Hygiene Needs

    Factors related to the physical and psychological context surrounding the work, such as comfortable work environment, pay, and job security.

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    Need for Achievement

    The extent to which someone desires to perform challenging tasks well and meet personal standards of excellence.

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    Need for Affiliation

    The desire to establish and maintain good relationships, be liked, and have a harmonious work environment.

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    Need for Power

    The desire to control or influence others.

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    Under-reward Inequity

    This occurs when someone feels their outcome/input ratio is less than that of a referent, leading to feelings of being under-rewarded.

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    Over-reward Inequity

    This happens when someone feels their outcome/input ratio is greater than that of a referent, leading to feelings of guilt or discomfort.

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    Study Notes

    Contemporary Management Chapter 13: Motivation and Performance

    • Motivation is the psychological forces affecting behavior direction, effort, and persistence within organizations. This explains why people behave as they do in an organizational setting.
    • Motivation has three key components:
      • Direction: Possible behaviors an individual can engage in.
      • Effort: How hard an individual works.
      • Persistence: The individual's willingness to keep trying in the face of obstacles.
    • Motivation can be categorized as follows:
      • Intrinsically motivated behavior: Behaviors performed for their own sake.
      • Extrinsically motivated behavior: Behaviors performed for material or social rewards or to avoid punishment.
      • Prosocially motivated behavior: Behaviors performed for the benefit of others.
    • Outcomes: Anything an individual receives from a job or organization. Examples include pay, job security, benefits, and vacation time.
    • Inputs: Anything an individual contributes to a job or organization. Examples include time, effort, skills, knowledge, and work behaviors.
      • (Motivational Equation includes "Inputs", "Performance", and "Outcomes" sections)

    Learning Objectives

    • Explain motivation and why managers should be concerned about it.
    • Describe expectancy theory and equity theory to understand how managers can create a highly motivated workforce.
    • Explain how goals and needs motivate people, along with the types of goals that lead to high performance.
    • Identify the lessons about motivation from operant conditioning theory and social learning theory.
    • Explain how managers can use pay as a motivational tool.

    Expectancy Theory

    • A theory that motivation is high when workers believe effort leads to high performance, and that high performance leads to desired outcomes.
    • Developed by Victor H. Vroom in the 1960s.
    • Three key components to expectancy theory are:
      • Expectancy: How much an individual believes that effort will lead to performance and success.
      • Instrumentality: How much an individual believes that performance will lead to outcomes.
      • Valence: The value that an individual places on outcomes.

    Need Theories

    • Theories focusing on the needs people try to satisfy at work and the outcomes that satisfy those needs.
    • Need: A requirement or necessity for survival and well-being.

    Maslow's Hierarchy of Needs

    • A hierarchical arrangement of five basic needs that motivate behavior.
    • The lowest level of unmet needs is the primary motivator.
    • Only one level of needs is motivational at a given time.

    Alderfer's ERG Theory

    • A theory that suggests three universal needs—existence, relatedness, and growth—comprise a hierarchy of needs and drive behavior.
    • Needs at multiple levels can be motivational simultaneously.

    Herzberg's Motivation-Hygiene Theory

    • This theory distinguishes between motivator needs and hygiene needs to explain motivation and job satisfaction.
    • Satisfying motivator needs leads to high motivation and job satisfaction. These needs relate to the nature of the work itself such as autonomy, responsibility, interesting work.
    • Hygiene needs are the background conditions, and if not met they can result in dissatisfaction. These related to the work environment and context, such as pay, job security, and work environment.

    McClelland's Needs for Achievement, Affiliation, and Power

    • Need for achievement: The extent to which an individual desires to perform demanding tasks well and meet high personal standards.
    • Need for affiliation: A concern about establishing and maintaining relationships, being liked, and having people around the individual get along well.
    • Need for power: The desire to control or influence others.

    Equity Theory

    • A theory that focuses on people's perceptions of fairness in their work outcomes relative to their work inputs.
    • Equity exists when a person's outcome-to-input ratio is equal to a referent's ratio.
    • Inequity arises when the ratios are unequal.
      • Underpayment inequity: A perceived lower outcome-to-input ratio than a referent's.
      • Overpayment inequity: A perceived higher outcome-to-input ratio than a referent's.

    Equity and Justice in Organizations

    • Distributive justice: The fairness of outcomes distribution.
    • Procedural justice: The fairness of procedures used for distributing outcomes.
    • Interpersonal justice: The fairness in interpersonal treatment.
    • Informational justice: The fairness in providing information about decisions and procedures.

    Goal-Setting Theory

    • A theory focusing on identifying effective goals to motivate high performance.
    • Goals must be specific and difficult.

    Learning Theories

    • Theories that link employee outcomes (e.g., pay) to performance and desired behaviors.

    Operant Conditioning Theory

    • People learn through consequences.
    • Managers use positive reinforcement, negative reinforcement, punishment, and extinction to shape desired behaviors.

    Social Learning Theory

    • Learning and motivation are influenced by thoughts, beliefs, and observations of others' behavior.
    • Vicarious learning (observational learning): Motivated to perform behavior by watching someone else perform it and being rewarded.
    • Self-reinforcer: Desired reward a person gives themselves.
    • Self-efficacy: One's belief in their ability to successfully perform a behavior.

    Pay and Motivation

    • Pay can be a motivator, influenced by factors from different theories discussed earlier.
    • Expectancy Theory: High instrumentality (link between performance and pay) is significant.
    • Needs Theory: Used to address various needs (physiological, safety, etc.)
    • Equity Theory: Pay needs to be fair in relation to inputs and other employees' compensation.
    • Goal-Setting Theory: Pay should be directly linked and tied to achieving goals.
    • Learning Theory: Pay is linked to desired behaviors and the attainment of goals.

    Merit Pay and Performance

    • Compensation plans that base pay on individual, group, or organizational performance.
    • An individual plan is appropriate where performance is easy to measure, such as sales.

    Additional Concepts

    • Employee Stock Options: A financial instrument for employees to buy company stock, often used to attract and motivate managers, encouraging ownership in the firm.
    • Example: Warren Buffett's Philanthropy: An anecdote illustrating potential motivations (belief in the work of a foundation).

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    Contemporary Management Chapter 13 PDF

    Description

    Explore the key concepts of motivation as outlined in Chapter 13 of Contemporary Management. This quiz delves into the psychological forces that influence individual behavior in organizations, covering intrinsic, extrinsic, and prosocial motivation types. Test your understanding of how direction, effort, and persistence impact performance outcomes.

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