Management Week 3

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Management Week 3
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2012-06-27 18:48:24
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Management Week
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Management Week 3
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  1. psychological processes that arouseand direct goal-directed behavior
    motivation
  2. Two theories of motivation
    content theory and process theory
  3. identify internal factors influencing motivation - maslows need hierarchy, alderfer;s erg, mcclelland's needs, herzberg's motivator hygiene
    content theories
  4. identify the process by which internal factors and cognitions influence motication - adam's equity, vroom's expectancy, goal setting theory
    process theories
  5. theory suggests that there are five human needs and that these are arranged in such a way that lower, more basic needs must be satisfied before higher level needs become activated
    maslows need hierarchy
  6. Maslow's need hierarchy: refer to satisfying fundamental biological drives
    physiological needs
  7. Maslow's need hierarchy:refer to the need for a secure environment that is free from threats of physical or psychological harm
    safety needs
  8. Maslow's need hierarchy: the needs to have friends and to be loved and accepted by other people
    social needs
  9. Maslow's need hierarchy:a person's need to develop self respect and to gain the approval of others
    esteem needs
  10. Maslow's need hierarchy: the need to become all that one can be, to develop one's fullest potential
    self actualization
  11. said that motivation is a function of three basic needs lowest is existence middle is relatedness, and highest is growth
    alderfer's erg theory
  12. desire for physiological and materialistic well being
    existence
  13. desire to have meaningful relationships with significant others
    relatedness
  14. desire to grow and use one's abilities to their fullest potential
    growth
  15. 3 parts of mccellands need theory
    • need for achievement
    • need for affiliation
    • need for power
  16. Herzber's motivator-hgiene model - hygiene factors are job characteristics associate with job dissatisfaction such as
    salary, supervisory relations, working conditions
  17. motivators are job characteristics associated with job satisfaction
    achievement, recognition, responsibility
  18. people strive for fairness and justice in social exchanges
    equity theory
  19. co workers or others inside or outside the organization in comparable circumstances
    relevant others
  20. under equity theory: one's outcomes and inputs are equivalent to a relevant other's
    an equitable situation
  21. under equity theory: the employee feels under valued because their outcomes relative to inputs are valued less than their relative others
    negative inequity
  22. under equity theory: employees fee over valued
    positive inequality
  23. Deena works 60 hours/week and does not feel that she is being adequately recognized.  According to equity theory, Deena is least likely to:
    a.Ask for a raise or bonus
    b.Reduce her efforts by decreasing her hours
    c.Increase her efforts by working longer hours
    d.Frame the situation as a learning experience and beneficial for her future career.
    Increase her efforts by working longer hours
  24. an individual's tolerance for negative and positive equity
    equity sensitivity
  25. have a higher tolderance for negative inequity
    benevolents
  26. adhere to strict norm of reciprocity
    sensitives
  27. have no tolerance for negative inequity
    entitleds
  28. the perceived fairness of how resources and requards are distributed
    distributive justive
  29. the perceived fairness of the process and procedure used to make allocation decisions
    procedural justice
  30. extent to which people feel fairly treated when procedures are implemented
    interactional justice
  31. three components of organizational justice
    distributive, prodcedural, interactional
  32. the belief that one's efforts will positively influence one's performance
    expectancy
  33. an individuals beliefs regarding the likelihood of being rewarded in accord with his or her own level of performance
    instrumentality
  34. the value a person places on the rewards he or she expects to receive from an organization
    valence
  35. For each of the following actions, indicate which part of the expectancy model, specifically, would be improved for an unmotivated employee?
    Show direct link between performance and raises
    performance to outcome
  36. For each of the following actions, indicate which part of the expectancy model, specifically, would be improved
    for an unmotivated employee?
    Set clear goals, establish positive expectations
    effort to performance
  37. For each of the following actions, indicate which part of the expectancy model, specifically, would be improvedfor an unmotivated employee? Base rewards on what the employee values
    valence or value of reqards
  38. For each of the following actions, indicate which part of the expectancy model, specifically, would be improvedfor an unmotivated employee? establish a pay for performance plan
    performance to outcome - instrumentality
  39. For each of the following actions, indicate which part of the expectancy model, specifically, would be improvedfor an unmotivated employee? provide adequate resources and training
    effort to performance - expectancy
  40. what an individual is trying to accomplish
    goal setting theory
  41. 4 motivational mechanisms of lockes model
    • directing attention
    • ¬†regulating effort
    • increasing persistence
    • fostering strategies and plans
  42. SMART Goals
    • Specific
    • Measureable
    • Attainable
    • Results Oriented
    • Time Bound
  43. continuous cycle of improving job performance with goal setting, feedback and coaching, and rewards and postitive reinforcement
    performance management
  44. targets a specific end result
    performance outcome goal
  45. encourages learning, creativity, and skill development
    learning goal
  46. knowledge of the organization's strategic goals and how they need to contribute
    line of sight
  47. objective information about performance
    feedback
  48. comparison of anonymous feedback from one's superior, subordinates, and peers with self perceptions
    360 degree feedback
  49. self granted psychic rewards
    intrinsic rewards
  50. financial, material, or social rewards from the environment
    extrinsic rewards
  51. the opportunity you feel to pusue a worthy task purpose
    sense of meaningfulness
  52. the opportunity you feel to select task activities that make sense to you and to perform them in ways that seem appropriate
    sense of choice
  53. the accomplishment you feel in skillfully performing tasks you have chosen
    sense of competence
  54. the accomplishment you feel in achieving the task purpose
    sense of progress
  55. behavior with favorable consequences is repeated, behavior with unfavorable consequences disappears
    law of effect
  56. Martin’s boss tells him “the next time you come to work late, I’m going to dock your pay”.¬† This best represents:
    a.Positive reinforcement
    b.Negative reinforcement
    c.Punishment
    d.Response Cost Punishment
    D

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