Motivation Chapter 4

Intensity, direction, and persistence

True (A)

False (B)

<p>Safety needs (A), Physiological needs (E)</p> Signup and view all the answers

<p>Employees value personal growth and development. (B)</p> Signup and view all the answers

<p>Theory X assumes lower-order needs dominate individuals, while Theory Y assumes higher-order needs dominate individuals.</p> Signup and view all the answers

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

<p>Existence, relatedness, and growth</p> Signup and view all the answers

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

<p>They seek situations with personal responsibility, rapid feedback, and moderately challenging goals.</p> Signup and view all the answers

<p>The impact of intentions to work toward a goal on motivation.</p> Signup and view all the answers

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

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

<p>Goal commitment, self-efficacy, task characteristics, and national culture</p> Signup and view all the answers

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

<p>The comparison of an employee's inputs and outcomes relative to those of others.</p> Signup and view all the answers

<p>Distort perceptions (A), Change outcomes (B), Change inputs (C), Choose a different referent (D), Leave the field (E)</p> Signup and view all the answers

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

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

<p>Effort-performance, performance-reward, and rewards-personal goals relationships</p> Signup and view all the answers

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

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

<p>Employees have different needs and motivations and should be treated accordingly.</p> Signup and view all the answers

The forces that influence an individual's intensity, direction, and persistence of effort toward attaining a goal.

The degree of effort a person puts into a task.

The focus or direction of an individual's efforts.

How long an individual maintains their effort toward a goal.

A theory that proposes a hierarchy of five needs - physiological, safety, social, esteem, and self-actualization - that are arranged in an order of priority.

Needs that are satisfied externally, such as physiological needs like food, water, and safety from harm.

Needs that are satisfied internally, such as social needs like belonging, esteem needs like achievement, and self-actualization needs like personal growth.

A set of assumptions about human behavior that are generally negative and pessimistic, viewing employees as lazy, passive, and lacking ambition.

A set of assumptions about human behavior that are generally positive and optimistic, viewing employees as capable, self-motivated, and responsible.

A theory that proposes two factors influencing job satisfaction: hygiene factors (prevent dissatisfaction) and motivators (lead to satisfaction).

Factors that prevent job dissatisfaction, but don't necessarily lead to job satisfaction. These include things like salary, job security, working conditions.

Factors that lead to job satisfaction, such as achievement, recognition, responsibility, and growth opportunities.

A theory that proposes three core needs: existence (basic needs), relatedness (social connections), and growth (personal development).

The desire to do something better or more efficiently, to solve problems, or to master complex tasks.

The desire to control others, to influence their behavior, or to be responsible for others.

The desire for friendly and close interpersonal relationships.

A theory that proposes that goal setting is a major source of motivation. It states that specific, challenging goals, when accepted, lead to higher performance.

Feedback that is provided by the employee themselves, based on their own observations and progress.

Feedback that is provided by someone else, such as a supervisor or a colleague.

A theory that argues that behavior is primarily shaped by its consequences.

Any consequence that, when immediately following a response, increases the probability that the behavior will be repeated.

A theory that proposes that employees compare their input-to-output ratio with that of others and strive for a sense of equity.

The individuals or groups that employees use as a basis for comparing their input-to-output ratio.

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

A theory that predicts employee motivation based on three key beliefs: effort-performance expectancy, performance-reward expectancy, and rewards-personal goals valence.

The employee's belief that their effort will lead to good performance.

The employee's belief that good performance will lead to desired rewards.

The value or attractiveness of the rewards to the employee, based on how well they satisfy personal goals.

Employee motivation is typically maximized when individuals perceive that their effort will lead to good performance, good performance will lead to desired rewards, and those rewards will fulfill their personal goals.