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Management 101: Motivation
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Management 101: Motivation
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25 Questions

1. Skill variety; Task identity; Task significance; Autonomy; Feedback

2. The way tasks are combined to form complete jobs

3. Personal attention and expressing interest - approval - and appreciation for a job well done

4. The degree to which the individual believes that performing at a particular level is instrumental in attaining the desired outcome

5. The motivation theory that says three acquired (not innate) needs - achievement - power - and affiliation - are major motives in work

6. The degree to which a job requires completion of a whole and identifiable piece of work

7. A framework for analyzing and designing jobs that identifies five primary core job dimensions - their interrelationships - and their impact on outcomes

8. The degree to which a job has a substantial impact on the lives or work of other people

9. The degree to which a job provides substantial freedom - independence - and discretion to the individual in scheduling work and determining the procedures to be used in carrying it out

10. The persons - systems - or selves against which individuals compare themselves to assess equity

11. The proposition that specific goals increase performance and that difficult goals - when accepted - result in higher performance than do easy goals

12. The probability perceived by the individual that exerting a given amount of effort will lead to a certain level of performance

13. Factors that increase job satisfaction and motivation

14. The drive to succeed and excel in relation to a set of standards

15. Variable compensation plans that pay employees on the basis of some performance measure

16. The desire for friendly and close interpersonal relationships

17. The assumption that employees dislike work - are lazy - avoid responsibility - and must be coerced to perform

18. Perceived fairness of the process used to determine the distribution of rewards

19. An approach to job design in which employees take the initiative to change how their work is determined

20. The number of different tasks required in a job and the frequency with which those tasks are repeated

21. The degree to which a job requires a variety of activities so that an employee can use a number of different skills and talents

22. The need to make others behave in a way that they would not have behaved otherwise

23. The importance that the individual places on the potential outcome or reward that can be achieved on the job

24. The degree of control employees have over their work

25. Work practices designed to elicit greater input of involvement from workers

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