MG-201 Exam 2

Chapters 6-9

Ch. 6: What is motivation?

The set of energetic forces that originate both within and outside an employee, initiates work-related effort, and determines its direction, intensity, and persistence.

Ch. 6: Can motivation can be directly observed in another’s behavior?

No. It is latent and unobservable.

Ch. 6: True or false: motivation must be goal-directed and inferred from one’s behavior.

True

Ch. 6: What does job performance require high levels of?

Motivation and ability.

Ch. 6: What is the equation for performance?

Performance = Motivation x Ability.

Ch. 6: Managers must motivate employees to:

Join, stay, and perform.

Ch. 6: What does motivation determine in terms of effort? (3)

Direction, intensity, and persistence of effort.

Ch. 6: What is expectancy theory?

The cognitive process that employees go through to make choices among different voluntary responses.

Ch. 6: How is expectancy (broader concept) determined?

By how badly you want something and how likely you think you are to get it.

Ch. 6: Which motivational theory is the most comprehensive and well-regarded?

Expectancy theory.

Ch. 6: What are two additional concepts included in expectancy theory that are not in the chapter?

Organizational equity: same outcomes for same performance in different employees; and organizational trust: trust in supervisor/management.

Ch. 6: Which way is employee behavior directed in according to expectancy theory?

Toward pleasure (certain outcomes) and away from pain (others).

Ch. 6: What is the ‘E’ of expectancy theory?

Expectancy is defined as the belief that if I exert a certain amount of effort, I will be able to reach some predetermined level of performance.

Ch. 6: What kind of probability is expectancy, and what does it describe?

Expectancy is a subjective probability ranging from 0 to 1 that a specific amount of effort will result in a specific level of performance (abbreviated E —> P).

Ch. 6: What is self-efficacy?

The belief that a person has the capabilities needed to execute the behaviors required for task success.

Ch. 6: What four sources is self-efficacy influenced by?

Past accomplishments (your experiences), vicarious experiences (those who have done it before you), verbal persuasion (others express their belief/unbelief that you can complete the task), and emotional cues (exs.: anxiety, excitement).

Ch. 6: What is the formula for total motivating potential?

Total Motivating Potential = Expectancy x Instrumentality x Valence.

Ch. 6: Why might the total motivating potential formula not be the best for determining an employee’s total motivating potential, and how might it be improved?

The TMP formula cannot compensate for any zeroes in the equation. An additive model might be better to measure total motivating potential.

Ch. 6: What is the ‘I’ of expectancy theory?

Instrumentality is defined as the belief that once I reach a predetermined level of performance, I will receive a desirable outcome or avoid an undesirable consequence.

Ch. 6: What kind of probability is instrumentality, and what does it describe?

Instrumentality is a set of subjective probabilities, each ranging from 0 to 1 that successful performance will bring a set of outcomes (abbreviated P —> O).

Ch. 6: What is the ‘V’ of expectancy theory?

Valence is defined as how attractive or desirable the outcome is or how badly an employee wants to avoid consequences.

Ch. 6: What kind of value is valence, and what does it describe?

Valence can be positive, negative, or zero. It describes how attractive or unattractive an employee finds an outcome (abbreviated V).

Ch. 6: In general, when are outcomes deemed more positively valenced?

Outcomes are more attractive when they help satisfy needs.

Ch. 6: What are needs according to expectancy theory?

Needs are cognitive groups or clusters of outcomes that are viewed as having critical psychological or physiological consequences.

Ch. 6: What is extrinsic motivation in expectancy theory?

Extrinsic motivation is defined as the motivation controlled by some contingency that depends on task performance.

Ch. 6: What is intrinsic motivation in expectancy theory?

Intrinsic motivation is defined as the motivation felt when task performance serves on its own.

Ch. 6: What does goal theory state?

Goals are the primary drivers of intensity and persistence of effort.

Ch. 6: Assigning employees _______ and ________ goals will result in higher levels of performance.

specific; difficult

Ch. 6: What are SMART goals?

Specific (not vague), measurable (quantifiable), achievable (yet moderately difficult), results-based (relevant), and time-based.

Ch. 6: Why do SMART goals have such positive effects?

Assignment of SMART goals shape employees’ own self-set goals, which they use to monitor their own task progress, and goals trigger the creation of task strategies, used to achieve successful performance.

Ch. 6: What is the ‘F’ moderator on task performance in goal setting theory?

Feedback is the direct updates from the task on progress toward goal attainment.

Ch. 6: What is the ‘TC’ moderator on task performance in goal setting theory?

Task complexity is how complicated the information and actions involved in a task are, as well as how much the task changes.

Ch. 6: What is the ‘GC’ moderator on task performance in goal setting theory?

Goal commitment is the degree to which a person accepts a goal and is determined to reach it.

Ch. 6: What are the strategies for fostering goal commitment? (5)

Rewards, publicity, support, participation (collaboration), and resources.

Ch. 6: What does equity theory state?

Motivation depends on what happens to other people in comparison to you as well as your own beliefs and circumstances.

Ch. 6: In equity theory, you compare your ratio of ________ to the ratio of some ________. This person provides a frame of reference for judging equity.

outcomes and inputs; comparison other

Ch. 6: What does an imbalance in ratios cause?

Equity distress

Ch. 6: What are five strategies to restore equity?

1) Increase/reduce inputs. 2) Increase outcomes: talk with supervisor, stealing. 3) Cognitive distortion. 4) Change comparison other. 5) Quit.

Ch. 6: What comparison type is job equity and who is compared?

Internal. Compare with others doing the same job in the same organization.

Ch. 6: What comparison type is company equity and who is compared?

Internal. Compare with others in the same organization doing substantially different jobs.

Ch. 6: What comparison type is occupational equity and who is compared?

External. Compare with others doing essentially the same job in different organizations.

Ch. 6: What comparison type is educational equity and who is compared?

Both internal and external. Compare with others who have attained the same education level.

Ch. 6: What comparison type is age equity and who is compared?

Both internal and external. Compare with others of the same age.

Ch. 6: What is psychological empowerment?

An energy rooted in the belief that work tasks contribute to some larger purpose.

Ch. 6: What is meaningfulness under psychological empowerment?

The value of a work goal or purpose, relative to a person’s own ideals and passions.

Ch. 6: What is self-determination of psychological empowerment?

A sense of choice in the initiation and continuation of work tasks.

Ch. 6: What is competence under psychological empowerment?

A person’s belief in his or her capability to perform work tasks successfully.

Ch. 6: What is impact under psychological empowerment?

The sense that a person’s actions “make a difference”; that progress is being made toward fulfilling some larger goal.

Ch. 6: What is the effect of motivation on job performance?

Motivation has a strong positive effect ion job performance.

Ch. 6: What is the effect of motivation on organizational commitment?

Motivation has a moderate positive effect on organizational commitment.

Ch. 6: What is the strongest task performance effect and why?

Self-efficacy/competence has the strongest effect on task performance because people who feel a sense of internal self-confidence tend to outperform those who doubt their capabilities.

Ch. 6: What is the second-strongest motivating effect on task performance?

Difficult goals are the second-strongest motivating effect on task performance.

Ch. 6: What is the third-most powerful variable on task performance?

High levels of expectancy, instrumentality, and valence makes up the third-most powerful motivating force on task performance.

Ch. 6: What has the weakest effect on task performance?

Perceptions of equity have the weakest effect on task performance, but equity has a significant effect on commitment.

Ch. 6: What compensation system ideas have been associated with improvements in employee productivity?

Lump sum bonuses and gainsharing have been credited with improvements in employee productivity.

Ch. 6: What is the most common compensation plan?

Merit pay is the most common compensation plan.

Ch. 7: What is reputation?

Reputation is the prominence of a brand in the minds of the public and the perceived quality of its goods and services.

Ch. 7: What is trust?

Trust is the willingness to be vulnerable to a trustee based on positive expectations about the authority’s actions and intentions.

Ch. 7: What is justice?

Justice is the perceived fairness of an authority’s decision-making.

Ch. 7: What are ethics?

Ethics are the degree to which the behaviors of an authority are in accordance with generally accepted moral norms.

Ch. 7: Where does disposition-based trust come from?

Disposition-based trust comes from one’s own personality traits that include a general propensity to trust others.

Ch. 7: Where does cognition-based trust come from?

Cognition-based trust is rooted in a rational assessment of the authority’s trustworthiness.

Ch. 7: Where does affect-based trust come from?

Affect based trust comes from the feelings of the truster toward the authority that go beyond rational assessment.

Ch. 7: What is trust propensity?

Trust propensity is the general expectation that the words, promises, and statements of individuals and groups can be relied on.

Ch. 7: Trustworthiness falls under cognition-based trust. What is trustworthiness?

Trustworthiness is the characteristics or attributes of a trustee that inspire trust driven by an authority’s track record, including competence/ability, character/integrity, and benevolence.

Ch. 7: What is competence/ability?

Competence/ability is the skills, competencies, and areas of expertise that enable an authority to be successful in some specific area.

Ch. 7: What is character/integrity?

Character/integrity is the perception that the authority adheres to a set of values and principles that the trustor finds acceptable.

Ch. 7: What is benevolence?

Benevolence is the belief that that authority wants to do good for the trustor, apart from any selfish or profit-centered motives.

Ch. 7: Affect-based trust is often more:

Emotional.

Ch. 7: New relationships can be classified as:

Dispositional-based.

Ch. 7: Most relationships can be classified as:

Cognition-based.

Ch. 7: Few relationships can be classified as:

Affect-based.

Ch. 7: What is distributive justice?

Distributive justice is the perceived fairness of decision-making outcomes.

Ch. 7: How do employees gauge distributive justice?

Distributive justice is gauged by asking whether decision outcomes, such as pay, rewards, evaluations, promotions, and work assignments, are allocated using proper norms.

Ch. 7: What is procedural justice and when is it activated?

Procedural justice is fostered when authorities adhere to rules of fair process. It is activated when distributive justice is low.

Ch. 7: Under procedural justice, what is voice?

Voice is giving employees a chance to express their opinions and view during the course of decision-making, before the policy is inacted.

Ch. 7: Under procedural justice, what is correctability?

Correctability provides employees with a chance to request an appeal when a procedure seems to have worked ineffectively, after the policy is inacted.

Ch. 7: What do consistency, bias suppression, representativeness, and accuracy rules dictate?

Consistency, bias suppression, representativeness, and accuracy rules help ensure that procedures are neutral and objective, as opposed to biased and discriminatory.

Ch. 7: What type of justice is a stronger driver of employee reactions to authorities and why?

Procedural justice is the stronger driver of employee reactions to authorities because procedural rules are relevant the whole year while distributive rules (outcomes) are only relevant in specific situations.

Ch. 7: What is interpersonal justice?

Interpersonal justice is the perceived fairness of the treatment received by employees from authorities.

Ch. 7: What rules foster interpersonal justice?

The respect rule: whether authorities treat employees in a dignified and sincere manner; and the propriety rule: whether authorities refrain from making improper or offensive remarks; foster interpersonal justice.

Ch. 7: What is abusive supervision? When does it occur?

Abusive supervision is the sustained display of hostile verbal and nonverbal behaviors, excluding physical contact. It occurs when interpersonally unjust actions are taken to the extremes.

Ch. 7: What is informational justice?

Informational justice is the perceived fairness of the communications provided to employees from authorities.

Ch. 7: What rules foster informational justice?

The justification rule: mandates authorities explain decision-making procedures and outcomes in a comprehensive and reasonable manner; and the truthfulness rule: requires those communications be honest and candid; foster informational justice.

Ch. 7: What types of justice make up interactional justice?

Informational and interpersonal justice make up interactional justice.

Ch. 7: What does research on ethics seek to explain?

Research on ethics seeks to explain why people behave in a manner consistent with generally-accepted norms of morality, and why they sometimes violate those norms.

Ch. 7: What are the two primary threads that describe ethics?

The prescriptive thread or what should or ought to happen, and the descriptive thread of what is happening, are the two primary threads that describe ethics.

Ch. 7: What percentage of employees have witnessed or been asked to participate in unethical or illegal behavior in the past 12 months?

76% of employees have observed or been asked to participate in unethical or illegal behavior in the past 12 months.

Ch. 7: What are the four steps of ethical decision-making?

Moral awareness —> moral judgement —> moral intent —> ethical behavior.

Ch. 7: What is moral awareness?

Moral awareness occurs when an authority recognizes a moral issue exists in a situation or that an ethical code or principle is relevant to the circumstance.

Ch. 7: What is moral intensity?

Moral intensity is the degree to which the issue has ethical urgency.

Ch. 7: What is moral attentiveness?

Moral attentiveness is the degree to which people chronically perceive and consider issues of morality during their experiences.

Ch. 7: What is moral judgement?

Moral judgement is the process people use to determine whether a particular course of action is ethical or unethical.

Ch. 7: What does cognitive moral development theory argue?

Cognitive moral development theory argues that as people age and mature, they move through several stages of moral development, each more mature and sophisticated than the prior one.

Ch. 7: Where do people begin their moral development?

People begin their moral development at the preconventional stage. At this stage, right versus wrong is viewed in terms of the consequences of various actions for the individual.

Ch. 7: As people mature, where does their moral judgement end up?

As people mature, their moral judgement reaches the conventional stage. At this stage, right versus wrong is referenced to the expectations of one’s family and one’s society.

Ch. 7: At what stage do the most sophisticated moral thinkers end up?

The most sophisticated moral thinkers reach the principled stage. At this stage, right and wrong is referenced to a set of defined, established moral principles.

Ch. 7: What are the six stages of cognitive moral development?

1) Avoid punishment. 2) Maintain exchange relationships. 3) Earn the approval of others. 4) Follow rules and laws. 5) Protect individuals’ rights. 6) Follow universal principles.

Ch. 7: What is moral intent?

Moral intent is an authority’s degree of commitment to the moral course of action.

Ch. 7: What drives moral intent?

Moral intent is driven by moral identity, which is the degree to which a person self-identifies as a moral person. Moral identity moderates the effects of moral judgement on ethical behavior.