Self-Fulfilling Prophecy

An individual will perform as well or as poorly as he expects to perform.

The relationship between self-expectations and performance.

If an employee feels that the manager has confidence in him, his self-esteem will increase.

Occurs when negative expectations of an individual cause a decrease in that individual’s actual performance.

Seeking to perform well because they enjoy the tasks or the challenge of completing them.

Motivated to perform well to receive rewards or avoid negative consequences.

Work Preference Inventory

Measures intrinsic and extrinsic motivation.

Needs for Achievement and Power

Employees differ in the extent to which they are motivated by the need for achievement, affiliation, and power.

A discrepancy between what an employee expected a job to be like and the reality can affect motivation and satisfaction.

Employees desire jobs that are meaningful, provide personal responsibility, and feedback.

Maslow’s Need Hierarchy

Employees are motivated and satisfied if certain needs are met.

Physical, psychological, financial.

Needs theory with three levels: existence, relatedness, and growth.

Divided into Hygiene factors and motivators.

Job-related elements that do not involve the job itself (e.g., pay, security).

Job elements that concern actual tasks and duties (e.g., responsibility, growth).

An employee is given a goal such as increasing attendance or selling more products.

Self-Regulation Theory

Employees monitor their own progress toward goals and make necessary adjustments.

Employees engage in behaviors for which they are rewarded and avoid those for which they are punished.

Reinforcer or punisher is most effective if it occurs soon after the behavior.

Contingency of the Consequences

If immediate reward or punishment is not possible, the employee should understand the behaviors that led to it.

Type of Incentive Used

Supervisors should be trained to administer different types of reinforcers.

Reinforcement is relative; a supervisor can reinforce an employee with something that does not appear to be a reinforcer.

Used to motivate better worker performance through variable pay or bonuses.

Reward through recognition programs.

Personal attention, signs of approval, and expressions of appreciation.

Offering travel rewards rather than financial rewards.

Individual Incentive Plans

Designed to make high levels of individual performance financially worthwhile.

Employees are paid according to how much they individually produced.

Incentives based on performance appraisal scores.

Group Incentive Plans

Employees participate in the success or failure of the organization.

Provides employees with a percentage of profits above a certain amount.

Ties groupwide financial incentives to improvements in organizational performance.

Employees can purchase stock in the future, sharing in the long-term success of the organization.

The perceived relationship between the amount of effort an employee puts in and the resulting outcome.

The extent to which the outcome of a worker’s performance results in a particular consequence.

The extent to which an employee values a particular consequence.

Our levels of motivation and job satisfaction are related to how fairly we believe we are treated in comparison with others.

Elements that we put into our jobs.

Elements we receive from our jobs.

Organizational Justice

If employees are treated fairly, they will be more satisfied and motivated.

IO PYSCH CHAPTER 9 Flashcards

Student preview

51 questions

Show all answers

1.

FLASHCARD QUESTION

Front

Motivation

Back

The internal force that drives a worker to action as well as the external factors that encourage that action.

2.

FLASHCARD QUESTION

Front

Self-Esteem

Back

The extent to which a person views himself as valuable and worthy.

3.

FLASHCARD QUESTION

Front

Consistency Theory

Back

Employees who feel good about themselves are motivated to perform better at work than those who do not.

4.

FLASHCARD QUESTION

Front

Chronic Self-Esteem

Back

A person’s overall feeling about himself.

5.

FLASHCARD QUESTION

Front

Situational Self-Esteem

Back

A person’s feeling about himself in a particular situation.

6.

FLASHCARD QUESTION

Front

Socially Influenced Self-Esteem

Back

How a person feels about himself based on the expectations of others.

7.

FLASHCARD QUESTION

Front

Experience-with-Success

Back

An employee is given a task so easy that he will almost certainly succeed.

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