Mgmt 300 Exam #3 (Chapter 13)

Front 1

Psychological forces that determine the direction of a person's behavior in an organization, a person's level of effort, and a person's level of persistence in the face of obstacles.

Back 1

Motivation

Front 2

Motivation explains what to central management?

Back 2

WHY people behave as they do.

Front 3

This type of behavior is performed for its own sake; the source of motivation is actually performing the behavior, and motivation comes from doing the work itself.

Back 3

Intrinsically Motivated Behavior
(Behavior that is done for its own sake).

Front 4

Behavior that is performed to acquire material or social rewards or to avoid punishment.

Back 4

Extrinsically Motivated Behavior

Front 5

Behavior that is performed to benefit or help others.

Back 5

Prosocially Motivated Behavior

Front 6

The Expectancy Theory was formulated by whom?

Back 6

Victor H. Vroom

Front 7

This states that motivation is high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes.

Back 7

The Expectancy Theory

Front 8

A person's perceptions about the extent to which effort (an input) results in a certain level of performance.

Back 8

Expectancy

Front 9

______ is a person's perception about the extent to which performance at a certain level results in the attainment of outcomes.

Back 9

Instrumentality

Front 10

How desirabloe each of the outcomes available from a job or organization is to a person.

Back 10

Valence

Front 11

A requirement or necessity for survival and well-being.

Back 11

Need

Front 12

People are motivated to obtain outcomes at work that will satisfy their needs has to do with what concept?

Back 12

Needs Theories

Front 13

An arrangement of five basic needs that, according to the creator, motivate behavior.

Back 13

Maslow's Hiearchy of Needs

Front 14

What are the five levels in Maslow's Hiearchy of Needs? From most important to least important.

Back 14

1.) Physiological
2.) Safety
3.) Belonginess Needs
4.) Esteem Needs
5.) Self-Actualization Needs

Front 15

This is a theory of motivation that concentrates on people's perceptions of the fairness of their work outcomes relative to, or in porportion to, their work inputs.

Back 15

Equity Theory

Front 16

This exists when a person perceives his or her own outcome-input ratio to be equal to a referent's outcome-input ratio.

Back 16

Equity

Front 17

________: The lack of fairness, exists when a person's outcome-input ratio is not perceived to be equal to a referent's.

Back 17

Inequity

Front 18

The inequity that exists when a person perceives that his or her own outcome-input ratio is less than the ratio of a referent.

Back 18

Underpayment Inequity

Front 19

_____ exists when a person perceives that his or her own outcome-input ratio is greater than that of a referent.

Back 19

Overpayment Inequity

Front 20

Another person or a group of people who are perceived to be similar to oneself; the referent also could be oneself in a previous job or one's expectations about what outcome-input ratios should be.

Back 20

Referent

Front 21

This focuses on motivating workers to contribute their inputs to their jobs and organizations.

Back 21

Goal-Setting Theory

Front 22

The goal setting theory suggests that in order to stimulate high motivation and performance goals must be ______ and ______.

Back 22

Specific and Difficult

Front 23

One set of goal-setting theory is to develop what?

Back 23

Action Plans to help attain goals

Front 24

These are applied to organizations so that they can increase employee motivation and performance by the ways they link the outcomes that employees receive to the performance of desired behaviors and the attianment of goals.

Back 24

Learning Theories

Front 25

A relatively permanent change in knowledge or behavior that results from practice or experience.

Back 25

Learning

Front 26

This form of conditioning was developed by B.F. Skinner.

Back 26

Operant Conditioning

Front 27

The theory that people learn to perform behaviors that lead ot desired consequences and learn not to perform behvaiors that lead to undesired consequences.

Back 27

Operant Conditioning Theory

Front 28

This gives people outcomes they desire when they perform organizationally functional behaviors.

Back 28

Positive Reinforcement

Front 29

This involves eliminating or removing undesired outcomes when people perform organizationally functional behaviors.

Back 29

Negative Reinforcement

Front 30

Curtailing the performance of dysfunctional behaviors by elminating whatever is reinforcing them.

Back 30

Extinction

Front 31

Administering an undesired or negative consequence when dysfunctional behavior occurs.

Back 31

Punishment

Front 32

When managers systematically apply operant conditioning techniques to promote the performance of organizationally functional behaviors and discourage the performance of dysfunctional behaviors they are engaging in what?

Back 32

Organizational Behavior Modification

Front 33

There are five steps to organizational behavior modification. True or False?

Back 33

True

Front 34

A person's belief about his or her ability to perform a behavior successfully.

Back 34

Self-Efficacy

Front 35

A compensation plan bases pay on performance.

Back 35

Merit Pay Plan

Front 36

Which has been proven to be more effective? Bonuses or Salary Increases?

Back 36

Bonuses

Front 37

This type of payment plan deals with someone's sales then an addition to those sales.

Back 37

Comission