1.
(p. 164)
Motivation determines what employees do at a given moment—the direction in which their
effort is channeled.
2. Motivation determines the direction, intensity, and outcome of effort.
3.
(p. 164)
Motivation is not one thing but rather a set of distinct forces.
4.
(p. 166)
Expectancy represents the belief that low performance is the outcome of high efforts.
5.
(p. 167)
The belief that a person has the capabilities needed to execute the behaviors required for
task success is known as self-actualization.
6.
(p. 167)
Instrumentality represents the belief that stressful performance will result in positive
outcome(s).
7.
(p. 168)
Valence can be positive, negative, or zero.
8. Leticia has been assigned a task for which she does not have the necessary skills or
knowledge. Although she knows she can’t do the task, she really wants the bonus she can earn by
completely the task. According to expectancy theory, Leticia’s will be highly motivated to complete
the task.
9.
(p. 168)
Valence can be defined as cognitive groupings or clusters of outcomes that are viewed as
having critical psychological or physiological consequences.
10. Hannah has been asked to give the opening speech at her global company’s annual sales
convention. She has successfully given speeches in the past, and her friends have all told her she
would be great at this. These have resulted in a high sense of self–efficacy, and she accepts the
assignment.
11.
(p. 168)
Motivation that is controlled by some contingency that depends on task performance is
intrinsic motivation.
12. Individuals who value money for the achievement, respect, and freedom it confers value
the rational meaning of money.
13.
(p. 168)
Pay, bonuses, and promotions are some of the positive valenced outcomes considered in
studies of motivation.
14.
(p. 172)
A difficult goal is one that stretches an employee to perform at his/her maximum level
while still staying within the boundaries of his/her ability.
15.
(p. 172)
As goals move from moderate to difficult, the intensity and persistence of effort are
minimized.
16.
(p. 174)
In the absence of a goal, it is difficult to rely on trial and error to figure out how best to do
a task.
17.
(p. 174)
When goal commitment is high, assigning specific and difficult goals will have significant
benefits for task performance.
18.
(p. 174)
Task strategy reflects how complicated the information and actions involved in a task are,
as well as how much the task changes.
19.
(p. 176)
The extrinsic theory acknowledges that motivation does not just depend on your own
beliefs and circumstances but also on what happens to other people.
20.
(p. 176)
When your ratio of outcomes to inputs is greater than your comparison other’s ratio, equity
distress is experienced, and the tension likely creates negative emotions such as anger or envy.
21.
(p. 176)
Equity theory argues that you compare your ratio of outcomes and inputs to the ratio of
some ‘comparison other’.
22.
(p. 177)
Cognitive distortion allows you to restore balance mentally by altering your behavior in
certain ways.
23.
(p. 181)
Meaningfulness reflects energy rooted in the belief that work tasks contribute to some
larger purpose.
24.
(p. 181)
Self-determination captures the value of a work goal or purpose, relative to a person’s
own ideals and passions.
25.
(p. 181)
A sense of self-determination is a strong driver of extrinsic motivation.
26.
(p. 181)
Competence brings with it a sense of pride and mastery that is itself intrinsically
motivating.
27.
(p. 181)
Employees with high levels of competence can choose what tasks to work on, how to
structure those tasks, and how long to pursue those tasks.
28.
(p. 183)
The motivating force with the strongest performance effect is perception of equity.
29.
(p. 185)
People who experience higher levels of equity tend to feel higher levels of affective
commitment and higher levels of normative commitment.
30.
(p. 185)
Employees who feel a sense of equity on the job are more likely to engage in citizenship
behaviors, particularly when those behaviors aid the organization.
31.
(p. 186)
Merit pay and profit sharing offer little in the way of difficult and specific goals.
32.
(p. 186)
Merit pay represents the most common element of organizational compensation plans.
33.
(p. 186–187)
A lump-sum bonus is a bonus received for meeting unit goals for criteria
controllable by employees.
34.
(p. 187)
Profit sharing tends to have a stronger motivational effect on employee effort than
individual incentives.
35.
(p. 164)
The set of energetic forces that originates both within and outside an employee, initiates
work-related effort, and determines its direction, intensity, and persistence is known as:
36. Grace invests a great deal of energy in her job. She focuses closely, finds her tasks so
interesting that she loses track of time, and takes a lot of initiative. Grace demonstrates a high
level of ______.
37.
(p. 164)
Motivation is a critical consideration because effective job performance is largely a
function of:
38.
(p. 166)
Which theory focuses most specifically on describing the cognitive process that
employees go through to make choices among different voluntary responses?