Motivation Chapter 15 Quiz
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Questions and Answers

What does Maslow's Hierarchy of Needs suggest about satisfied needs?

  • Satisfied needs will lead to increased ambition.
  • Satisfied needs will no longer motivate. (correct)
  • Satisfied needs will greatly enhance motivation.
  • Satisfied needs will create new desires.

Which level of Maslow's Hierarchy is considered a higher-order need?

  • Security
  • Self-actualization (correct)
  • Safety
  • Physiological

What assumption does Theory Y make about workers?

  • Workers avoid responsibility.
  • Workers prefer close supervision.
  • Workers dislike work.
  • Workers can exercise self-direction. (correct)

Which theory distinguishes between hygiene factors and motivators?

<p>Herzberg’s Motivation-Hygiene Theory (B)</p> Signup and view all the answers

According to Herzberg, the opposite of satisfaction is:

<p>No satisfaction (D)</p> Signup and view all the answers

Which type of needs are considered lower-order in the context of Maslow's Hierarchy?

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

What is a major assumption of McGregor's Theory X?

<p>Workers dislike work and avoid responsibility. (B)</p> Signup and view all the answers

Which need according to McClelland's Three-Needs Theory is focused on the desire to influence others?

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

What does motivation primarily result from?

<p>An interaction between the person and a situation (D)</p> Signup and view all the answers

According to Maslow's hierarchy of needs, what must individuals do before they can satisfy higher-order needs?

<p>Satisfy lower-order needs first (C)</p> Signup and view all the answers

What key element of motivation refers to the focus towards organizational goals?

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

Which theory describes the dual factors influencing employee satisfaction and dissatisfaction?

<p>Herzberg's Two-Factor Theory (B)</p> Signup and view all the answers

What approach outlines that the needs for achievement, affiliation, and power are key motivators for employees?

<p>McClelland's Three Needs Theory (C)</p> Signup and view all the answers

In expectancy theory, what role does 'valence' play in motivation?

<p>Assessing the attractiveness of an outcome (D)</p> Signup and view all the answers

Which of these is NOT one of the three key elements of motivation?

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

Which management theory suggests that a manager's assumptions about employees can influence their motivation?

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

What primary drive is associated with the desire for interpersonal relationships?

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

Which of the following best describes the main idea of Goal-Setting Theory?

<p>Setting accepted, specific, and challenging goals can enhance performance. (A)</p> Signup and view all the answers

What does reinforcement theory suggest about behavior and its consequences?

<p>Desired behavior likely repeats if it is positively reinforced. (B)</p> Signup and view all the answers

Which factor does NOT significantly influence job design?

<p>The societal impact of the organization (A)</p> Signup and view all the answers

What is job enlargement primarily concerned with?

<p>Broadening the scope of tasks performed (D)</p> Signup and view all the answers

Which of the following is a benefit of participation in goal-setting?

<p>It enhances the acceptance of set goals. (D)</p> Signup and view all the answers

In reinforcement theory, what is considered preferable for maintaining long-term performance?

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

Which of the following is NOT a component of the need for power (nPow)?

<p>Achieving personal success (A)</p> Signup and view all the answers

What is the key concept of Expectancy Theory?

<p>Individual actions are based on expected outcomes and their attractiveness. (C)</p> Signup and view all the answers

Which factor is NOT part of the expectancy relationships in Expectancy Theory?

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

Which of the following strategies is recommended for motivating employees?

<p>Ensure that goals are seen as attainable. (D)</p> Signup and view all the answers

What does 'instrumentality' refer to in Expectancy Theory?

<p>The belief that performance will lead to obtaining a reward. (C)</p> Signup and view all the answers

How can management effectively support employee motivation?

<p>By using recognition and showing care for employees. (C)</p> Signup and view all the answers

What does 'valence' represent in the context of Expectancy Theory?

<p>The significance of a performance outcome to the individual. (B)</p> Signup and view all the answers

What is an important aspect of linking rewards to performance?

<p>Rewards must align with individual employee goals. (D)</p> Signup and view all the answers

What does 'skill variety' refer to in the Job Characteristics Model?

<p>The number of skills and talents used in a job (A)</p> Signup and view all the answers

Which of the following is NOT a suggested guideline for motivating employees?

<p>Use competition among employees. (B)</p> Signup and view all the answers

Which job characteristic addresses the completeness of a job result?

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

In the Job Characteristics Model, what is the main purpose of establishing external and internal client relationships?

<p>To provide feedback on job performance (D)</p> Signup and view all the answers

What happens when an employee perceives their input-output ratio as unequal?

<p>They seek to rebalance the input-output ratio (D)</p> Signup and view all the answers

Which job redesign suggestion involves increasing job responsibilities for employees?

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

What is the focus of task significance in the Job Characteristics Model?

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

How does the Job Characteristics Model aim to meet employees' growth needs?

<p>By designing jobs with meaningful characteristics (B)</p> Signup and view all the answers

Which aspect of the Equity Theory leads to a feeling of fairness?

<p>Perceived equality of input-output ratios (D)</p> Signup and view all the answers

Flashcards

Need for Achievement (nAch)

The drive to excel and succeed in tasks.

Need for Power (nPow)

The need to influence and control others.

Need for Affiliation (nAff)

The desire for strong interpersonal relationships and belonging.

Goal-Setting Theory

A theory proposing that setting specific, challenging, and accepted goals leads to higher performance.

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Reinforcement Theory

An approach that suggests behavior is shaped by the consequences that follow.

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Job Design

A key element in motivation theory involving designing jobs that are fulfilling and engaging.

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Job Enrichment

Increasing responsibility and autonomy within a job, making it more challenging and impactful.

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Job Enlargement

Expanding the scope of a job, adding more tasks and variety.

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What is motivation?

Motivation is the process of initiating, directing, and sustaining effort toward achieving a goal.

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Maslow's Hierarchy of Needs

Maslow's Hierarchy of Needs suggests individuals prioritize needs and satisfy them in a specific order, starting with basic survival needs and progressing to self-actualization needs.

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Theory X and Theory Y

Theory X assumes employees are lazy and lack ambition, requiring close supervision and external rewards. Theory Y believes employees are self-motivated, responsible, and creative.

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Herzberg's Two-Factor Theory

Herzberg's Two-Factor Theory separates factors that cause job satisfaction (motivators) from factors that cause job dissatisfaction (hygiene factors).

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McClelland's Three Needs Theory

McClelland's Three Needs Theory proposes individuals are motivated by a combination of achievement, affiliation, and power needs. This theory focuses on what drives individuals.

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Is motivation a personal trait?

Motivation is not a fixed trait. It's the product of an interaction between the person and the situation.

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How does motivation relate to performance?

Motivation is a key driver of performance. It influences the levels of effort, direction, and persistence employees bring to their work.

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Matching needs and goals

Effective motivation strategies align individual needs with organizational goals. When both parties benefit, motivation is maximized.

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Lower-order needs

In Maslow's Hierarchy of Needs, these needs are external factors such as physiological and safety. They can be satisfied by external means such as food, water, or shelter.

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Higher-order needs

In Maslow's Hierarchy of Needs, these needs are internal factors such as social, esteem, and self-actualization. They are driven by internal desires and motivations.

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Theory X

McGregor's Theory X assumes that most workers are inherently lazy, lack ambition, and resist responsibility, requiring strict supervision.

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Theory Y

McGregor's Theory Y assumes that employees are intrinsically motivated, self-directed, and responsible, thriving with less direct supervision.

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Herzberg's Motivation-Hygiene Theory

Herzberg's Motivation-Hygiene Theory argues that job satisfaction and job dissatisfaction are caused by different factors, not simply the opposite of each other.

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Hygiene factors

According to Herzberg's Motivation-Hygiene Theory, these factors are extrinsic and related to the work environment, such as salary, job security, and working conditions. They can cause dissatisfaction if lacking, but not necessarily lead to satisfaction.

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Motivators

According to Herzberg's Motivation-Hygiene Theory, these are intrinsic factors relating to the work itself, such as achievement, recognition, and growth. They can lead to satisfaction and motivation

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Three-Needs Theory

McClelland's Three-Needs Theory suggests that three acquired needs - achievement, affiliation, and power - are key motivators in individuals.

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Job Characteristics Model (JCM)

A model that aims to improve job design which leads to more satisfying and motivating work experiences for employees by addressing five core job characteristics.

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Skill Variety

Refers to the variety of skills and talents required to perform a particular job.

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Task Identity

Indicates whether a job involves completing a whole piece of work, from start to finish.

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Task Significance

Describes the impact or significance of a job on other people or the organization as a whole.

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Autonomy

The extent to which a job allows employees to exercise autonomy and make independent decisions.

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Feedback

The degree to which employees receive clear and timely feedback on their performance.

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Equity Theory

A theory that suggests employees compare their input-to-outcome ratio (effort vs. rewards) with that of others.

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Equity

The state of perceived equality between an employee's input-to-outcome ratio and that of their referent others.

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Expectancy Theory

A theory that suggests individuals are motivated by the perceived value of the outcome of their actions, and the belief that their effort will lead to that outcome.

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Expectancy (Effort-Performance Linkage)

The individual's perception of the probability of achieving a certain performance level, given their effort. It answers the question: "Will I succeed if I try?"

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Instrumentality (Performance-Outcome Linkage)

The individual's perception of the likelihood of receiving a desired outcome (reward) if they achieve a certain performance level. It answers the question: "If I succeed, will I get the reward?"

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Valence (Outcome)

The attractiveness or value an individual places on the rewards they might receive for their performance. It answers the question: "How much do I value the potential reward?"

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Matching People to Jobs

The process of matching individuals to jobs that best fit their skills and abilities. This enhances motivation by providing satisfying and productive work experiences.

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Using Goals

Setting specific, measurable, achievable, relevant, and time-bound goals helps to clarify expectations, motivate individuals, and increase productivity.

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Individualizing Rewards

Rewarding employees in ways that are meaningful and valued by them. This can involve financial incentives, recognition, opportunities for growth, and more.

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Study Notes

Motivation

  • Motivation is a process energizing, directing, and sustaining a person's efforts toward achieving a goal.
  • It's a result of the interaction between the person and the situation, not just a personal trait.
  • Motivating effectively requires aligning individual needs with organizational goals.
  • Key aspects of motivation include energy (intensity), direction (toward organizational goals), and persistence (effort to achieve goals).

Learning Outcomes - Chapter 15

  • 15.1 What is Motivation? Define motivation; Explain the three key elements of motivation (energy, direction, and persistence).
  • 15.2 Early Theories of Motivation: Describe Maslow's hierarchy of needs and how it can be used to motivate; Discuss Theory X and Theory Y and how managers approach motivation; Describe Herzberg's motivation-hygiene theory; Describe McClelland's three-needs theory.
  • 15.3 Contemporary Theories of Motivation: Explain how goal-setting and reinforcement theories explain employee motivation; Describe job design approaches to motivation; Discuss the motivation implications of equity theory; Explain the three key linkages in expectancy theory and their role in motivation.

Early Theories of Motivation

  • Maslow's Hierarchy of Needs Theory: Needs are categorized (physiological, safety, social, esteem, self-actualization), lower-order needs must be satisfied before higher-order ones, satisfied needs no longer motivate.

    • Hierarchy: Lower-order needs are external (physiological, safety); Higher-order needs are internal (social, esteem, self-actualization).

  • McGregor's Theory X and Y:

    • Theory X: Managers assume workers have little ambition, dislike work, avoid responsibility, require close supervision.
    • Theory Y: Managers assume workers can exercise self-direction, desire responsibility, and like to work.
    • Implication: Motivation is maximized by participative decision-making, interesting jobs, and good group relations (Theory Y approach).

  • Herzberg's Two-Factor Theory: Job satisfaction and dissatisfaction stem from different factors:

    • Hygiene Factors: Extrinsic factors that cause dissatisfaction (supervision, company policy, relationship with supervisor, working conditions, salary, relationship with peers, personal life, relationships with subordinates, status, security).
    • Motivators: Intrinsic factors that lead to satisfaction (achievement, recognition, work itself, responsibility, advancement, growth).

  • McClelland's Three Needs Theory: Three major acquired needs motivate work:

    • Need for achievement (nAch): drive to excel and succeed.
    • Need for power (nPow): need to influence behavior of others.
    • Need for affiliation (nAff): desire for interpersonal relationships.

Contemporary Theories of Motivation

  • Goal-Setting Theory: Setting specific, challenging, and accepted goals leads to higher performance than having no goals or easy goals.

    • Culture bound to the U.S. and Canada.
    • Goal setting increases acceptance and fosters commitment.

  • Reinforcement Theory: Desired behavior is a result of its consequences and if reinforced, is more likely to be repeated.

    • Positive reinforcement is preferred for long-term effects.
    • Ignoring undesirable behavior is more effective than punishment and avoidance of negative behavior.

  • Designing Motivating Jobs: The way tasks are combined into jobs affects motivation.

    • Design is influenced by technology changes, organizational structure, and employee skill, abilities, and preferences.
    • Job enlargement increases job scope (number of tasks); job enrichment increases responsibility and autonomy (depth of a role).

  • Job Characteristics Model (JCM): Conceptual framework for creating motivating jobs focused on employee growth needs.

    • Five core dimensions include skill variety, task identity, task significance, autonomy, and feedback.

  • Equity Theory: Employees compare their inputs-outcomes ratio to that of others and perceive fairness and equity when ratios are similar

    • Inequalities lead to feelings of being under/over-rewarded.

  • Expectancy Theory: Individual tendency to work in a particular manner is based on the expectation of a likely outcome.

    • The model focuses on Effort -> Performance -> Rewards link.
      • Expectancy: perceived probability of effort leading to performance.
      • Instrumentality: perceived probability of performance leading to rewards.
      • Valence: the attractiveness or desirability of rewards.

Motivating Employees - From Theory to Practice

  • Recognize individual differences.
  • Match people to jobs.
  • Use goals.
  • Ensure goals are attainable.
  • Individualize rewards.
  • Link rewards to performance.
  • Check system for equity.
  • Use recognition.
  • Show care and concern to employees.
  • Don't ignore money.

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Management Textbook PDF - Chapter 15

Description

Test your understanding of motivation in this quiz focused on Chapter 15. Explore key elements like energy, direction, and persistence, and delve into both early and contemporary theories of motivation. Challenge your knowledge on Maslow's hierarchy, Theory X and Y, and more.

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