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Management 101: Motivation
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Management 101: Motivation
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25 Questions

1. The theory that behavior is a function of its consequences

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

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

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

5. The way tasks are combined to form complete jobs

6. Perceived fairness of the amount and allocation of rewards among individuals

7. The assumption that employees are creative - enjoy work - seek responsibility - and can exercise self-direction

8. Consequences immediately following a behavior - which increase the probability that the behavior will be repeated

9. Goal-Setting Theory; Reinforcement Theory; Designing Motivating Jobs; Equity Theory; Expectancy Theory

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

11. 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

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

13. The theory that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual

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

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

16. Factors that increase job satisfaction and motivation

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

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

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

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

21. The horizontal expansion of a job by increasing job scope

22. The degree of control employees have over their work

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

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

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

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