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level: Level 1

Questions and Answers List

level questions: Level 1

Question	Answer
internal force that drives a worker to action as well as the external factors that encourage that action	motivation
Behaviors that are not part of an employee's job but which make the organization a better place to work.	organizational citizenship behavior
extent to which a person views him or herself as a valuable and worthy individual	self-esteem
employees will be motivated to perform at levels consistent with their levels of self-esteem	korman; consistency theory
a person's overall feeling about himself	chronic self esteem
person's feeling about himself in a particular situation	situational self-esteem
how a person feels about himself on the basis of the expectations of others	socially influenced self-esteem
they are given insights into their strengths	self-esteem workshops
participants learn that they are emotionally and physically strong enough to be successful and to meet challenges.	outdoor experiential training
idea that people behave in ways consistent with their self-image. performance self-expectation.	self-fulfilling prophecy
when high self-expectations result in higher levels of performance.	galatea effect
idea that if people believe that something is true, they will act In a manner consistent with that belief	pygmalion effect
when negative expectations of an individual cause a decrease in that individual's performance	golem effect
work motivation In the absence of such external factors as pays promotion and coworkers	intrinsic motivation
work motivation that arises from such non personal factors as pays, coworkers and opportunities for advancement	extrinsic motivation
measure of an individual's orientation toward intrinsic versus extrinsic motivation	work preference inventory
motivated by jobs that are challenging and over which they have some control	needs for achievement
motivated by jobs in which and they can work with and help other people	need for affiliation
motivated by a desire to influence others rather than simply to be successful	need for power
person's ability to select, set and modify goals to adapt to changing conditions	self-regulation
method of recruitment in which job applicants are told both the positive and the negative aspects of the job	realistic job preview
employees desire jobs that are meaningful, provide them with the opportunity to be personally responsible for the outcome of their work (autonomy) and provide them with feedback of the results of their efforts	Job Characteristics theory
if they allow employees to use a variety of skills (skills variety) and to connect their efforts to an outcome (task identification) that has meaning, is useful or appreciated by workers a well by others in society (task significance)	motivation potential
employees would be motivated by and satisfied with their jobs of any given print in time if certain needs were met	Maslow's Hierarchy of needs
theory based on the idea that employees will be satisfied with jobs that satisfy their needs.	needs theory
describes 3 levels of satisfaction : existence, relatedness and growth ; a person can skip levels	ERG theory (aldefer)
postulating that there are 2 factors involved in job satisfaction: hygiene factors and motivators	two-factor theory (herzberg)
those job-related elements that result from but do not involve the job itself necessary but not sufficient. -examples: pay, security, coworkers, working conditions, company policy, work schedule, supervisors	hygiene factors
Job element that do concern actual task and duties -examples: responsibility, growth, challenge, stimulation, independence, variety, achievement, control, interesting work	Motivators
method of increasing performance in which employees are given specific performance goals to aim for.	goal setting
type of learning based on the idea that humans learn to behave in ways that will result in favorable outcomes and learn not to behave in ways that result in unfavorable outcomes	operant conditioning
the reinforcement is relative and that a supervisor can reinforce an employee with something that on the surface does not appear to be in reinforce, rewarding performance of a very boring task by allowing us to perform a less boring task, Rewarding employee doing a boring task by a giving a less boring task	premack principle
a rank-ordered list of reinforces of an individual	reinforcement hierarchy
can be used to motivate better worker performance either by making variable pay an integral part of an employee’s compensation package or by using it as a “bonus” for accomplishing certain goals	financial rewards
motivation technique using such methods as personal attention, signs of approval and expression and appreciation	social recognition
system in which employees are paid on the basis of how much they individually produce - commission and piecework	pay for performance/ earnings at risk (EAR)
employees receive pay bonuses on performance appraisal scores	merit pay
cost-of-living / automatic annual increases	Step-increases
provide employees with a percentage of profits above a certain amount	profit sharing
employees are paid a bonus based on improvements in group productivity	Gain sharing
the level of productivity before the implementation of again sharing plan	baseline
employees are given the option of buying stock in the future at the price of the stock when the options were granted	stock options
motivation is a function of expectancy, instrumentality and valence	Expectancy theory
perceived relationship between the amount of effort an employee puts in and the resulting outcome	expectancy
extent to which the outcome of a worker's performance, if noticed results in a particular consequence	instrumentatlity
extent to which an employee value a particular consequence	valence
extent to which people believe that they are responsible for and in control of their success or failure in life	internal locus of control
theory of job satisfaction stating that employees will be satisfied if their ratio of effort to reward is similar to that of other employees	equity theory
ratio of how much employees believe they put into their jobs to how much they believe they get from their jobs	Input/output ratio