Employee Motivation and Work Behaviors

<p>By creating a perception of fairness among employees. (A)</p> Signup and view all the answers

<p>The importance an employee places on the outcomes of their performance. (A)</p> Signup and view all the answers

<p>Reinforcement varies both within and between individuals. (C)</p> Signup and view all the answers

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

<p>To reward collective success or failure. (C)</p> Signup and view all the answers

<p>A group incentive system tied to productivity improvements. (A)</p> Signup and view all the answers

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

<p>Remuneration correlates directly with productivity levels. (B)</p> Signup and view all the answers

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

<p>Personal attention and expressions of appreciation. (A)</p> Signup and view all the answers

<p>Perceiving unfair treatment (C)</p> Signup and view all the answers

<p>It is focused on individual effort and performance appraisal scores. (B)</p> Signup and view all the answers

<p>Self-esteem level (C)</p> Signup and view all the answers

<p>A sequence of preferred rewards for that individual. (B)</p> Signup and view all the answers

<p>Self-reported motivation surveys (B)</p> Signup and view all the answers

<p>Intrinsic motivation tendency (C)</p> Signup and view all the answers

<p>Helping colleagues without being asked (A)</p> Signup and view all the answers

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

<p>Learning to behave to achieve favorable outcomes (A)</p> Signup and view all the answers

<p>Timing of the incentive (C)</p> Signup and view all the answers

<p>64% reduction in labor costs and 80% improvement in safety (D)</p> Signup and view all the answers

<p>Through competitive team performance metrics and rewards (D)</p> Signup and view all the answers

<p>Employees should understand what behaviors lead to rewards or punishments (B)</p> Signup and view all the answers

<p>Employee involvement, feedback, and recognition (D)</p> Signup and view all the answers

<p>Type of incentive used (B)</p> Signup and view all the answers

<p>It hinders the effectiveness of the performance improvement (B)</p> Signup and view all the answers

<p>Hygiene factors and Motivators (C)</p> Signup and view all the answers

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

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

<p>To allow performance tracking and assessment (B)</p> Signup and view all the answers

<p>Setting a goal to print 5,000 pages when the current capability is 4,500 (D)</p> Signup and view all the answers

<p>To create urgency for completing tasks (D)</p> Signup and view all the answers

<p>Enhancing public speaking skills (D)</p> Signup and view all the answers

<p>I will complete the installation of new software by next month (C)</p> Signup and view all the answers

<p>Meaningfulness, autonomy, feedback (C)</p> Signup and view all the answers

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

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

<p>It decreases motivation and satisfaction (B)</p> Signup and view all the answers

<p>Survival needs such as food, air, and water (B)</p> Signup and view all the answers

<p>Control over one's work and decision-making (C)</p> Signup and view all the answers

<p>The need for recognition and success (C)</p> Signup and view all the answers

<p>Discrepancy between an employee’s needs and what the job offers (D)</p> Signup and view all the answers

The internal drive and external factors that encourage employee actions.

Factors like personality, expectations, values, goals, feedback, rewards, fairness, and coworker motivation influence employee motivation.

Individual differences in personality, including conscientiousness, stability, and extraversion, relate to work performance and motivation.

A personality trait associated with high work performance and organizational citizenship behavior (OCBs).

A person's view of their worth as an individual, impacting motivation and behavior.

Actions not directly part of the job that improve the work environment (e.g., helping colleagues).

Motivation driven by internal factors such as enjoyment and interest.

A personality trait that drives employees to seek accomplishment and success.

A theory that suggests job satisfaction depends on how well job characteristics meet employee needs.

Work that employees find important and valuable.

Employee control over their work and how they perform it.

Information about the effects of work.

A theory of human needs ranked from basic survival to self-actualization.

A theory that organizes employee needs into existence, relatedness, and growth.

A theory that suggests two sets of factors affect job satisfaction (motivators and hygiene factors).

A theory that job satisfaction depends on employee's needs.

Job-related elements not directly involved in the job itself, but contributing to job satisfaction when present and dissatisfaction when absent.

Job elements directly related to the employee's duties, contributing to job satisfaction when present.

Increasing performance by assigning specific targets to employees.

Goals that are Specific, Measurable, Attainable, Relevant, and Timely.

Concrete and well-defined goals, providing clear direction.

Goals that can be assessed quantitatively; track progress and success.

Goals that are challenging but realistic and achievable by the employee.

Goals aligned with the employee's tasks and the overall company objectives.

A group incentive where employees can buy company stock at a fixed price in the future, usually at the price when the options were granted.

This theory suggests that employees feel satisfied if their effort-to-reward ratio matches that of their peers. It examines how fair employees perceive their compensation and contributions.

In Equity Theory, 'inputs' are the contributions employees make to their jobs, like skills, effort, time, and loyalty.

The rewards employees receive from their jobs, such as salary, benefits, recognition, and promotions.

This theory says motivation depends on three factors: whether effort leads to performance, if performance gets rewarded, and if the reward is valuable.

Learning through rewards and punishments. People learn to repeat behaviors that lead to positive outcomes and avoid actions that result in negative consequences.

Programs aimed at motivating employees by offering rewards for specific behaviors or performance levels.

Rewards or punishments are most effective when delivered immediately after a behavior occurs. Delays can hinder their effectiveness.

Clear connection between actions and their outcomes. Employees need to understand which behaviors lead to rewards or punishments.

The nature of the reward or punishment matters. Incentives should be relevant and appealing to the employee.

Using task clarification, goal setting, feedback, and rewards, a medical clinic achieved a significant increase in customer service employee behavior like using proper greetings and friendly tones.

A petroleum refinery successfully decreased injuries by 81% through employee involvement, feedback, and recognition.

Providing daily feedback and weekly monetary reinforcement to a roofing crew resulted in a substantial labor cost reduction and safety improvements.

The concept that reinforcement is relative, meaning different things motivate different individuals.

A list that ranks the effectiveness of different rewards for a specific person.

Motivational tools that use money, such as bonuses or pay increases, to encourage better performance.

Non-financial rewards that show appreciation, like public praise or awards.

A system where employees are paid based on their individual output.

Performance-based bonuses awarded according to performance reviews.

A group incentive that gives employees a portion of the company's profits.

A group incentive system where bonuses are awarded based on productivity improvements.