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34 True/False questions

  1. primary needsinternal states (belonging, achievement, power)

          

  2. Job rotationjob redesign strategy that assigns workers to an alternate job on a temporary basis

          

  3. Alderfer's ERG Theorytheory of motivation that focuses on the job and and on the environment where work is done; employee motivation can be divided into hygiene factors and motivation factors

          

  4. The most common way a manager can form an expectation and communicate it to an employee is through ______________ ___________Victor Vroom; a person will be motivated to put forth a higher level of effort if they believe their efforts will result in higher performance and thus better rewards.

          

  5. Pygmalion Effectself-fulfilling prophecy, describes a phenomenon of how an expectation can be used to shape a person's behavior to act in accordance with the expectation

          

  6. Relatednessthe need for interpersonal connections, social status and recognition

          

  7. four main principles to the Pygmalion EffectForm the Expectation
    Expectation is Communicated
    Behavior is Adapted for Expectation
    Expectation comes True

          

  8. Equity Theory of MotivationJohn Stacey Adams; the premise that employees will put forth a particular level of effort (input) that they feel compares to the potential reward (output) and then compared to others

          

  9. Locke's Goal-Setting Theorya theory that suggests challenging and specific goals increase human performance because they affect attention, effort, and persistence

          

  10. satisfiers are necessary tobe sure a subordinate is not dissatisfied

          

  11. Existencethe need for basic material existence, like physiological health and safety

          

  12. Behavior-based theory of motivationby manipulating certain behaviors in employees, they are more or less likely to perform

          

  13. Thorndike's Reinforcement Theorya theory that suggests challenging and specific goals increase human performance because they affect attention, effort, and persistence

          

  14. Growththe need for personal development, including creative and meaningful work

          

  15. Job redesignjob redesign strategy that assigns workers to an alternate job on a temporary basis

          

  16. Needs-based theory of motivationemployees have needs and will perform when their primary and secondary needs are met

          

  17. motivators or satisfiers factorslinked to employee motivation and arise from intrinsic conditions of the job itself. include responsibility, job satisfaction, recognition, achievement, opportunities for growth, and advancement.

          

  18. Frustration-regressionthe tendency to seek to satisfy lower-order needs when higher orders are not met (Maslow)

          

  19. Herzberg's Two-Factor TheoryA human needs theory postulating that people have three basic sets of needs that can operate simultaneously. (Existence, relatedness, growth)

          

  20. Job enlargementBroadening the scope of a job by expanding the number of different tasks to be performed.

          

  21. Acquired Needs Theoryphysiological needs (job security, a fair wage and benefits and safe working conditions)

          

  22. Empowermentoccurs when an employee is given the freedom, power, trust, autonomy, and encouragement to carry out job-related tasks.

          

  23. Job flexibilitylooks specifically at ways to expand an employee's job by redesigning certain aspects relating to the scope and depth

          

  24. motivationjob redesign strategy that assigns workers to an alternate job on a temporary basis

          

  25. rewardssomething the employee finds value in

          

  26. Expectancythe need for basic material existence, like physiological health and safety

          

  27. law of effectself-fulfilling prophecy, describes a phenomenon of how an expectation can be used to shape a person's behavior to act in accordance with the expectation

          

  28. Job EnrichmentBroadening the scope of a job by expanding the number of different tasks to be performed.

          

  29. Vroom's Expectancy Theory of Employee MotivationJohn Stacey Adams; the premise that employees will put forth a particular level of effort (input) that they feel compares to the potential reward (output) and then compared to others

          

  30. performancethe need for basic material existence, like physiological health and safety

          

  31. secondary needsinternal states (belonging, achievement, power)

          

  32. hygiene factors are necessary tobe sure a subordinate is not dissatisfied

          

  33. motivational strategydrive or willingness to do something

          

  34. hygiene factorsself-fulfilling prophecy, describes a phenomenon of how an expectation can be used to shape a person's behavior to act in accordance with the expectation