Exam3 - FC1

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Frederick Taylor Incentives
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Financial rewards paid to workers whose production exceeds a predetermined standard; goes to those who go above and beyond. Popularized scientific management, the use of financial incentives, and the idea of systematic soldiering.
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Law of Individual Differences Systematic Soldiering
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The tendency of employees to work at the slowest pace possible and to produce at the minimum accepted level; people do just enough to not get fired unless they’re rewarded. The fact that people differ in personality, abilities, values, and needs; different people react to different incentives in different ways; everyone has their own way of doing things.
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Hierarchy of Needs Law of Individual Differences
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Managers should be aware of employee needs and fine-tune the incentives offered to meet their needs; money is not the only motivator. Five increasingly higher-level needs; lower level needs must be satisfied before higher level needs can be addressed or become of interest to the individual; can’t motivate people unless
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basic needs are met.
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Physiological; Security; Social 1. Physiologica l 2. Security 3. Social 4. Self-esteem
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5. Self- actualization
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Abraham Maslow’s hierarchy of needs: Maslow’s lower order needs include food, water, and sex (____), a safe environment (____), and relationships with others (____).
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Hygienes Self-Actualization; Self-Esteem
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Maslow’s higher order needs include becoming the desired self (____) and a sense of personal worth (____). Extrinsic job factors that include inadequate working conditions, salary, and incentive pay; can cause dissatisfaction and prevent satisfaction; what we expect.
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Job Enrichment Motivators
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Intrinsic job factors, including job enrichment, which addresses higher level needs; perks and incentives. Challenging job, feedback, and recognition.
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Edward Deci Herzberg’s Hygiene- Motivation Theory
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They best way to motivate someone is to organize the job so that doing it helps satisfy the person’s higher- level needs. Intrinsically motivated behaviors are motivated by the underlying need for competence and self- determination; offering an extrinsic reward for an intrinsically- motivated act can conflict with the acting
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individual’s internal sense of responsibility.
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Vroom’s Expectancy Theory Edward Deci
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Some behaviors are best motivated by job challenge and recognition and others by financial rewards. A person’s motivation to exert some level of effort is a function of expectancy, instrumentality, and valence; if any factor is zero, there is not motivation to work toward the reward.
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Valence Instrumentality
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The connection between performance and the appropriate reward. The value the person places on the reward.
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Motivation Expectancy
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effort will lead to performance. Can be increased
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