Topic 11: Motivation and Performance in Organizations

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

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

<p>Existence, Relatedness, Growth (B)</p> Signup and view all the answers

<p>Ensuring adequate pay for basic needs (B)</p> Signup and view all the answers

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

<p>To promote functional behaviors and discourage dysfunctional behaviors (B)</p> Signup and view all the answers

<p>Social Learning Theory (B)</p> Signup and view all the answers

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

<p>Pay based on individual, group, or organizational performance (C)</p> Signup and view all the answers

<p>Pay based on the number of units produced (B)</p> Signup and view all the answers

<p>Hourly wage for all employees (C)</p> Signup and view all the answers

<p>A person's belief in their ability to succeed (B)</p> Signup and view all the answers

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

<p>Behavior performed for its own sake (C)</p> Signup and view all the answers

<p>Motivation is high when effort leads to desired outcomes (B)</p> Signup and view all the answers

<p>Whether a person keeps trying despite obstacles (C)</p> Signup and view all the answers

<p>Lowest level of unmet needs (D)</p> Signup and view all the answers

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

<p>Performed to acquire rewards or avoid punishment (A)</p> Signup and view all the answers

<p>Efforts made by employees (B)</p> Signup and view all the answers

<p>Community service and helping others (B)</p> Signup and view all the answers

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

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

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

<p>Less than the referent (C)</p> Signup and view all the answers

<p>Controlling or influencing others (C)</p> Signup and view all the answers

<p>An engineer receiving a higher salary for equal inputs (D)</p> Signup and view all the answers

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

<p>Perceptions of fairness regarding outcomes relative to inputs (B)</p> Signup and view all the answers

<p>The feeling that one's outcomes are greater compared to a referent's outcomes. (D)</p> Signup and view all the answers

<p>The fairness of the distribution of outcomes within an organization. (B)</p> Signup and view all the answers

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

<p>Goals should be specific and difficult. (B)</p> Signup and view all the answers

<p>Operant Conditioning Theory (A)</p> Signup and view all the answers

<p>Provides desirable outcomes for desired behaviors. (B)</p> Signup and view all the answers

<p>To administer a negative consequence for dysfunctional behavior. (A)</p> Signup and view all the answers

<p>To eliminate reinforcement of dysfunctional behavior. (B)</p> Signup and view all the answers

<p>Self-development and creative work (B)</p> Signup and view all the answers

<p>By promoting good interpersonal relations (D)</p> Signup and view all the answers

<p>Satisfaction of lower-level needs (C)</p> Signup and view all the answers

<p>Basic necessities of life (A)</p> Signup and view all the answers

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

<p>Providing enough pay for basic necessities (C)</p> Signup and view all the answers

<p>Motivator needs must be met for job satisfaction (B)</p> Signup and view all the answers

<p>Motivation for lower-level needs increases (C)</p> Signup and view all the answers

The need to feel good about oneself and one's capabilities, to be respected by others, and to receive recognition and appreciation.

The need to realize one's full potential as a human being.

The need for security, stability, and a safe environment.

Needs for social interaction, friendship, affection, and love.

Basic needs for things such as food, water, and shelter that must be met in order for a person to survive.

A hierarchy of needs that motivates behavior, starting with the most basic needs and progressing to higher-level needs.

A theory that suggests three universal needs – for existence, relatedness, and growth – are essential for motivation.

The lowest level of needs in Maslow's hierarchy, which must be satisfied before higher-level needs become motivating.

The psychological forces that determine the direction, effort, and persistence of a person's behavior in an organization. Explains why people act the way they do in work environments.

The direction a person chooses among possible behaviors in a work setting. What behaviors are relevant to the work task?

The amount of effort a person exerts in performing a task. How hard you work.

The persistence of an individual's effort over time. How long you keep trying despite obstacles and setbacks?

Behavior performed for its own sake. The task is rewarding in itself. It's enjoyable and satisfying.

Behavior performed to acquire material or social rewards or to avoid punishment. The reason you do something is outside yourself.

Behavior performed to benefit or help others. You are motivated to do something good for others.

Anything a person gets from a job or organization. They can be tangible or intangible. They relate to the value of the job, such as pay, recognition, or job satisfaction.

The need to feel a sense of belonging and connection with others, to share thoughts and feelings, and to have open communication.

The need for self-development, creative work, and a sense of accomplishment through contributing to something greater than oneself.

Basic needs for survival, such as food, water, clothing, shelter, and a safe environment.

Needs that are not directly related to motivation but are essential for preventing job dissatisfaction.

Needs that are directly related to motivation and job satisfaction.

The desire to excel, overcome challenges, and achieve success.

The desire to build and maintain relationships.

The desire to influence others and have power.

A method that uses operant conditioning principles to encourage desired work behaviors and deter undesirable ones.

Learning by observing others and being motivated to perform a behavior based on seeing them rewarded for doing so.

A person's confidence in their ability to succeed in a task.

A theory that explains how people are motivated by the perceived relationship between their effort, performance, and rewards.

A compensation plan where pay is directly linked to individual, group, or organizational performance.

A system where an employee's pay is based on the number of units they produce.

A plan that focuses on reducing expenses or cutting costs by rewarding employees who contribute to savings.

A pay system where employees receive a share of the company's profits.

When a person feels they are getting more out of a job or situation than someone they compare themselves to, even if it isn't necessarily fair.

A person's perception of the fairness of how outcomes (like pay, promotions, or recognition) are distributed in a company.

A person's perception of how fairly they're treated when receiving outcomes, by the person who decides on those outcomes.

A person's perception of the fairness of the process used to decide how outcomes are distributed.

A person's perception of how well they're informed about the reasons behind decisions and the processes used to reach those decisions.

A theory that focuses on the types of goals that motivate people to perform well, and explains why these goals are effective.

Theories that explain how individuals learn to perform behaviors that lead to desired outcomes, and avoid those that result in undesirable outcomes.

A theory that suggests individuals learn through experiencing consequences of their actions. This involves using rewards and punishments to influence behavior.

A theory of motivation that focuses on a person's perception of fairness between their inputs (what they contribute) and outputs (what they receive) compared to others they see as comparable.

A situation where a person feels that their inputs (efforts and contributions) are proportional to their outputs (rewards and benefits) compared to a similar other.

A state where an individual feels that their inputs are greater than the outputs they receive compared to a referent other, creating a sense of unfairness.