Understanding Motivation in the Workplace

<p>Motive energizes action, while motivation is the process guiding that action. (B)</p> Signup and view all the answers

<p>Motivation depends on various factors, including the individual. (C)</p> Signup and view all the answers

<p>Preventing job dissatisfaction (A)</p> Signup and view all the answers

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

<p>Minimize their negative impacts (C)</p> Signup and view all the answers

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

<p>Emphasize motivator factors related to the work itself (A)</p> Signup and view all the answers

<p>It reflects an individual's belief in performance leading to desired outcomes. (C)</p> Signup and view all the answers

<p>£136.36 (C)</p> Signup and view all the answers

<p>By setting their own targets. (B)</p> Signup and view all the answers

<p>Participation in decision making by employees. (B)</p> Signup and view all the answers

<p>The balance between inputs and outcomes compared to others. (D)</p> Signup and view all the answers

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

<p>Change their inputs. (A)</p> Signup and view all the answers

<p>The reduction in future value of money over time. (B)</p> Signup and view all the answers

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

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

<p>The perceived probability that effort leads to performance (C)</p> Signup and view all the answers

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

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

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

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

<p>High achievers do not necessarily excel at managing people. (A)</p> Signup and view all the answers

<p>Unsatisfied needs result in increased tension. (C)</p> Signup and view all the answers

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

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

<p>The measure of intensity in trying (B)</p> Signup and view all the answers

<p>It often requires an external reward. (C)</p> Signup and view all the answers

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

<p>They see work as a natural activity. (B)</p> Signup and view all the answers

<p>Intrinsic motivation stems from internal beliefs, while extrinsic comes from outside. (D)</p> Signup and view all the answers

<p>Need for achievement (A)</p> Signup and view all the answers

<p>It initiates the process of reducing internal tension. (B)</p> Signup and view all the answers

<p>Individual goals with organizational goals. (C)</p> Signup and view all the answers

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

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

<p>Dislike for work and the need for control. (D)</p> Signup and view all the answers

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

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

<p>Intermediate risk with feedback (C)</p> Signup and view all the answers

<p>They are focused on personal growth and achievement. (A)</p> Signup and view all the answers

The willingness of an individual to exert effort towards organizational goals, characterized by intensity, direction, and persistence.

A need or desire that drives people to act and energizes them.

A mental or emotional state that makes specific outcomes seem appealing.

The amount of effort an individual puts into their work.

The alignment of an individual's effort towards organizational goals.

A state of internal tension that arises when an individual's needs are unmet.

A desire or goal that motivates an individual to act.

The effort an individual exerts to achieve a goal.

The process of actively searching for ways to satisfy a need.

Motivation that originates from within the individual, such as personal satisfaction or accomplishment.

Motivation that comes from external sources, such as rewards or punishments.

The ability to perform a task successfully.

The level of success achieved in a given task, influenced by both ability and motivation.

Herzberg's theory suggests that job satisfaction and dissatisfaction are not opposites but rather independent. While 'hygiene factors' like pay, working conditions, and company policies prevent dissatisfaction, 'motivator factors' like achievement, recognition, and growth opportunities drive job satisfaction.

Factors that can prevent dissatisfaction but don't necessarily motivate employees. These include things like pay, company policies, working conditions, and job security.

Factors that directly influence job satisfaction and motivate employees. These include things like achievement, recognition, responsibility, growth opportunities, and a sense of accomplishment.

Focusing on hygiene factors alone may prevent dissatisfaction, but it won't necessarily make employees enthusiastic about their work. Instead, a focus on motivators is essential to truly inspire employees.

According to Herzberg's theory, managers should focus on providing opportunities for employees to experience motivator factors like achievement, recognition, and growth opportunities. They should also strive to minimize hygiene factors that can create dissatisfaction.

The belief that effort will lead to a desired performance level.

A theory that explains why people are motivated to achieve certain goals. It suggests that individuals are motivated to exert effort when they believe that their effort will lead to desired performance, that this performance will result in valued outcomes, and that the value of these outcomes is high.

The belief that achieving a certain performance level will lead to desired outcomes.

The value that an individual places on the outcomes that may result from their performance.

The degree to which an individual believes that they have the ability to perform a task successfully.

The perception that the effort exerted will lead to a desired outcome.

The belief that a certain performance level will lead to a particular outcome.

The perceived value or importance of an outcome.

The degree to which a person believes their effort will lead to desired outcomes.

The extent to which achieving the goal aligns with personal goals or needs.

A theory where motivation comes from setting specific and challenging goals, and believing you can achieve them.

A management method where organizational objectives are translated into individual goals, with clear deadlines and feedback.

The theory suggests that people are motivated when they perceive fairness in their work situations.

Perceived fairness in job situations is based on comparing input-outcome ratios.

Adjusting the amount of effort you put into a task to achieve a perceived sense of fairness.

Seeking to change rewards or outcomes to achieve a feeling of equity.

Factors that impact employee satisfaction and are intrinsic to the job itself, such as achievement, recognition, work itself, responsibility, advancement and growth.

Factors that impact employee dissatisfaction and are extrinsic to the job, such as company policy, supervision, relationship with supervisor, working conditions, salary, peer relationships, personal life, and job security.

A theory that suggests employees are motivated by a need to achieve, have power, and be affiliated with others.

The drive to excel, outperform others, and take on challenging tasks.

The need to influence others, have control, and have an impact.

The desire for close relationships, teamwork, and social connection.

A set of assumptions about human nature that suggests employees inherently dislike work and need to be coerced, controlled, or threatened with punishment to be productive.

A set of assumptions about human nature that suggests employees are inherently motivated to work and are capable of self-direction and self-control, especially when they are committed to their goals.

Individuals with a strong need for achievement enjoy jobs with personal responsibility, feedback, and moderate levels of risk.

The need for power can be expressed in two ways: a desire to control others (personalized power) or a desire to achieve organizational goals (socialized power).