Untitled Quiz

The overall desire to excel; a key factor in successful leadership.

Internal satisfaction derived from doing a good job; the feeling of accomplishment.

External recognition or tangible benefits given for good work, such as promotions, praise, or pay increases.

A management philosophy focused on breaking down tasks into their most efficient components and teaching workers these methods to increase productivity.

A set of studies that revealed the importance of human and psychological factors in worker performance. It found that people work harder when they feel like they're being observed and valued.

A hierarchical model of human needs that suggests people are motivated to satisfy their basic needs before moving onto higher-level ones. These levels include physiological, safety, social, esteem, and self-actualization.

Motivating factors identified by Herzberg that are intrinsic to the job itself and contribute to job satisfaction, such as achievement, recognition, responsibility, and growth opportunities.

Factors that can cause dissatisfaction in the workplace but don't necessarily motivate employees, such as company policies, supervision, salary, working conditions, and relationships with peers.

A set of assumptions about employee behavior that suggests employees dislike work, avoid responsibility, lack ambition, and need to be controlled and directed. Often associated with a more authoritarian management style.

A set of assumptions about employee behavior that suggests employees like work, seek responsibility, are creative, and are self-motivated. This theory advocates for a more empowering and participatory management style.

A motivational theory that emphasizes the importance of setting specific, measurable, achievable, relevant, and time-bound (SMART) goals for employees. This theory suggests that clear and challenging goals can motivate workers and improve performance.

A system of goal setting and implementation that involves regular discussions, reviews, and evaluations between management and employees to ensure alignment with goals and objectives.

A theory suggesting that employees' motivation to exert effort on a task depends on their expectations of the outcome. This theory asks: will my effort lead to good performance? will good performance lead to a reward? and is the reward worth it?

A motivational theory that emphasizes the use of positive reinforcement, negative reinforcement, and punishment to shape employee behavior. Positive reinforcement offers rewards for desired actions, while negative reinforcement removes negative consequences for desired actions, and punishment introduces negative consequences for undesirable actions.

A theory that suggests employees evaluate the fairness of their contributions to the workplace compared to the rewards they receive. This theory emphasizes the perception of equity and justice, motivating employees to seek a balance between their input and output.

A motivational strategy that focuses on designing work assignments that provide employees with a sense of accomplishment, responsibility, and control over their work. Factors include skill variety, task identity, task significance, autonomy, and feedback.

A motivational strategy that emphasizes open and transparent communication throughout the organization. It allows employees to understand the objectives, share information, and participate in decision-making.

A motivational strategy that involves recognizing and acknowledging employees' contributions and achievements through praise, awards, or other forms of positive feedback.

The process of tailoring motivational approaches and strategies to individual employees' needs, preferences, and cultural backgrounds.

The practice of adapting motivational strategies to different cultural contexts, considering cultural values, norms, and expectations regarding work, rewards, and recognition.

A broad demographic category that encompasses people born during a specific period and who share common experiences, values, and perspectives. Examples include Baby Boomers, Generation X, Millennials, and Generation Z.

A generation born between 1946 and 1964, known for their strong work ethic, focus on loyalty, and traditional values.

A generation born between 1965 and 1976, known for being independent, resourceful, and tech-savvy. They value work-life balance and are often skeptical of authority.

A generation born between 1977 and 1994, known for their digital fluency, desire for purpose, and preference for collaborative work environments. They value work-life integration and are often optimistic and entrepreneurial.

A generation born after 1995, known for their digital nativeness, entrepreneurial spirit, and emphasis on social justice. They value authenticity, diversity, and a fast-paced work environment.

A combination of intrinsic and extrinsic rewards that can be tailored to individual employees and their needs.

A system that provides employees with opportunities to learn new skills, expand their knowledge, and advance their careers.

A management approach that promotes a culture of respect, collaboration, and shared decision-making. It creates a supportive environment where employees feel valued and empowered.

A key factor in motivating employees, ensuring that they feel their contributions are recognized and appreciated.