Four-drive theory recommends that organizations should:
four-drive theory recommends that organizations should:
BUSI 340 Quiz 3BUY HERE⬊htp://www.homeworkmade.com/liberty-4/busi-340/busi-340-quiz-3/BUSI 340 Quiz 3 1. Expectancy theory helps us to predict an individual’s: 2. Which of the following statements is consistent with the observations of Maslow? 3. In expectancy theory, valence refers to the: 4. ABC Corp. brought in a performance-based reward system that accurately identified employees who performed better than others. This practice improves employee motivation 5. Which of the following is applied by supervisors when they stop criticizing employees whose substandard performance has improved? 6. The best reinforcement schedule for motivating employees is a(n) _____. 7. In the four-drive theory, the drive ______ is most closely associated with the need for relative status and recognition. 8. Four-drive theory recommends that companies should: 9. Outcome/Input ratio and comparison other are elements of: 10. _____ states that much learning and motivation occurs by observing and modeling others, as well as by anticipating the consequences of our behavior. 11. The distributive justice rule employs the concept of: 12. The _____ of human beings are also called primary needs. 13. When are employees said to be empowered? 14. Which of these job design actions is a form of job enlargement? 15. Which of the following dimensions is possessed by employees, when they feel empowered, care about their work, and believe that what they do is important? 16. Which of the following is most consistent with employability—namely, that employees are expected to continuously learn skills that will keep them employed? 17. Which of the following are “golden handcuffs” that potentially increase continuance commitment? 18. A cable TV company redesigned jobs so that one employee interacts directly with customers, connects and disconnects their cable service, installs their special services and collects overdue accounts in an assigned area. Previously, each task was performed by a different person and the customer interacted only with someone at the head office. This change is an example of: 19. Which of the following is true about skill-based pay plans? 20. Before meeting a new client, a salesperson visualizes the experience of meeting the person and effectively answering some of the challenging questions the client might ask. This activity is an example of: 21. A unique feature of Herzberg’s motivator-hygiene theory is that it: 22. Which of the following is a concept that is represented by four dimensions: self- determination, meaning, competence, and impact of the individual’s role in the organization?
23. Which of the following does scientific management include?24. According to the self-leadership model, which of the following is true about positive self- talk?
Proper Motivations is the key to organizational success. Motivation of workers is one of the main issues of companies today. Employees must wake up with a justification is still important, especially in transition to a more socially and culturally sensitive workforce. So, how does the company know what motivates your employees? How do they do a motivational plan that includes both traditional incentives (monetary) and non-traditional elements? What do these elements have? How do we keep drivers focused on the plan and give them the tools they need to plan for success? How does the organization plan to publish our work environment? It is clear that organizations need motivation to plan, motivate, provide appropriate incentives to our executives involved in the process and reduces the value of the organization. The following will help in further discussion.
1) What energizes human behavior?
Published on Aug 3, 2018
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They also completed a detailed achievement plan for the next two years and formed a reference group with other trainees to maintain their newfound achievement motivation style. Some companies also create a workplace environment that tries to strengthen the need for achievement. Consider General Electric (GE), the conglomerate that operates everything from aircraft engine manufacturing to television programming.
- Employees have different needs at different times.
Everyone has a hierarchy of needs, but each person’s hierarchy is different. The practical implication is that people value different things at different times. One employee might prefer time off, whereas another might prefer more pay. Managers need to carefully understand the needs of their employees and adjust rewards and other performance outcomes accordingly.
- Employees have several interdependent needs, not just one dominant need. One of Maslow’s most important breakthroughs was to emphasize that needs should be understood holistically, not separately. Managers must therefore remember that employees are motivated by a cluster of needs, not just one need. Thus managers must consider the whole person rather than simplistically label each person in terms of one need (for example, Julie wants a social environment, Liam is the status climber).
- At some point, most employees want to achieve their full potential (self-actualization). Throughout his career, Maslow emphasized that people are naturally motivated to reach their potential (self-actualization), and that organizations and societies need to be structured to help people continue and develop this motivation. The recommendation here is that managers must strive for Maslow’s vision of enlightened management because the strongest and most sustained motivation tends to occur when employees try to fulfill their need for self-actualization.
- Employee needs are influenced by values and norms . Maslow was one of the first motivation scholars to recognize that higher-order needs are shaped to some extent by the norms and values of the team, organization, and society in which the individual lives.
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According to Smith & Cronje (1992), the way Maslow’s theory is explained relies on the fact that people want to increase what they want to achieve in life and their needs are prioritized according to their importance. Deriving from the hierarchy of needs by Maslow, content theories of job satisfaction revolve around employees’ needs and the factors that bring them a reasonable degree of satisfaction (Saif et al., 2012). Based on the basic physical, biological, social and psychological needs of human beings, Maslow came up with a five-stage theory that places the needs of the individual in different categories and prioritizes their attainment. These categories, in order of decreasing priority, are:
• physiological needs (food, shelter, clothing);
• safety and security needs (physical protection);
• social needs (association with others);
• esteem needs (receiving acknowledgement from others); and
• self-actualisation needs (the desire for accomplishment or to leave behind a legacy).
Maslow’s hierarchy of needs forms the basis of theories that try to explain job satisfaction. Teachers, like all people, have needs that have to be satisfied. Besides the basic needs for food, shelter and clothing, safety from physical, harm, and social interaction, they also need the recognition and appreciation of students, colleagues, and parents. theories of motivation
Process theories explain ‘how’ satisfaction comes about, as opposed to ‘what’ causes motivation. The equity theory postulates that employees will weigh their input into a job against the output they receive from it – the more the rewards, the greater their satisfaction. This resonates with Naveed et al. (2011, p.302) definition of job satisfaction as the difference between employee input and job output. Regarding this theory, employees who perceive that they receive more output from their jobs than what they put into them will experience job satisfaction. Certain aspects of the job itself also shape how an employee perceives it. Tasks that are clarified bring a better job satisfaction since a clear role breeds a work force that is happy, committed and shows much involvement in work that is done. Authors identified five major job characteristics that impact on the psychological state of an employee and influence their motivation and job satisfaction, as well as their levels of absenteeism, namely the variety of skills involved in a task, the identity and significance of the task, autonomy, and feedback. Employees compare their input-outcome ratio with that of other employees and if they perceive it to be fair, employees will experience satisfaction (Robbins, 2007). If employees perceive an inequity in their input-outcome ratio compared to other employees, they become dissatisfied and less motivated. theories of motivation
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MGMT3605011 chap 1
In turn, we found that the self-management process involves four key steps: 3
Despite these benefits, however, a number of managers underestimate the importance of intrinsic rewards, and continue to treat financial rewards as the key factor in motivating others. While some of this bias may simply come from their use and familiarity with older models, there is another explanation. Research shows that, although people are quick to recognize the role of intrinsic rewards in their own behavior, there is a general tendency to assume that other people are motivated mostly by money and self-interest. 8 In our workshops, for example, managers are commonly surprised to learn that intrinsic rewards are valued as much by their employees as by themselves. So, it is important to educate the managers in your organization on this issue.
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Empirical evidence demonstrates that motivated employees mean better organizational performance. The objective of this conceptual paper is to articulate the progress that has been made in understanding employee motivation and organizational performance, and to suggest how the theory concerning employee motivation and organizational performance may be advanced. We acknowledge the existing limitations of theory development and suggest an alternative research approach. Current motivation theory development is based on conventional quantitative analysis (e.g., multiple regression analysis, structural equation modeling). Since researchers are interested in context and understanding of this social phenomena holistically, they think in terms of combinations and configurations of a set of pertinent variables. We suggest that researchers take a set-theoretic approach to complement existing conventional quantitative analysis. To advance current thinking, we propose a set-theoretic approach to leverage employee motivation for organizational performance.
- Acquire and achieve. This area focuses on acquiring resources, status, and possessions, which means that leaders should optimize extrinsic incentive programs around this drive. For instance, recognizing outstanding performance by offering perks frequently generate as much motivation for enhancing career paths as financial rewards. In other words, achievement awards and titles can boost engagement significantly.
- Bond and belong. Understanding that employees thrive on developing relationships inside the organization and with clients is essential. Employees need to create connections, perceive a fit with the corporate culture, and engage with others. Nevertheless, systems, processes, and rules can prevent this, so it is essential that opportunities for connecting and interacting with team members are available.
- Create and challenge. Employees perform better when they are engaged and learning on the job. Motivation centers around attaining mastery, learning, improving, and creating. Creating challenges for employees provides opportunities to learn and grow.
- Define and defend. An organization’s reputation, moral bearing, and company culture all influence workplace motivation. Those who are driven to protect their status, relationships, and ideas also need to clarify their purpose in the company. The business can activate the define and defend drive inclusively, but usually it’s smaller sub-groups within the business that drive it.
The four-drive model of employee motivation is a holistic way to look beyond typical financial workplace rewards. It is an innovative and unique approach for organizational leaders, and each drive is necessary to understand motivation in the workplace. Executives typically concentrate their energy on the need for their employees to achieve by offering incentives, benefits, and higher base pay. However, the three additional drives in this theory combine with achievement to perform an integral role in employee motivation. Thus, this design presents a model for informed managers to boost worker engagement.