HRM 360 Midterm 2 || with Certified Answers.
What is motivation? correct answers A set of energetic forces that originate from both within as
well beyond an individual's being, to initiate work related behavior, and to determine its form,
directions, intensity, and duration.
What does motivation originate from? correct answers 1. Internal and External Forces. (internal:
emotions, love, instincts, goals; external: family, society, boss, money, Ex.) lumber yard and
coworkers telling employee to slow down or they will hurt him, Ex 2) Wells Fargo and
management)
2. Direction - are they working on the correct thing
3. Intensity - how hard are you working.
4. Duration - Persistance
Does Motivation = Performance? correct answers (ex. Professor playing Shaq 1 v 1. He is
motivated, plays with direction/intensity/Persistence but he will not perform well.)
Motivator-Hygiene Theory (Two Factor Theory) correct answers A. What are Motivator Factors
at your job? Intrinsic (achievement, praise, recognition.)
B.What are Hygiene Factors on your job? Extrinsic! (pay, promotion, etc.)
If hygiene needs are not fulfilled (Extrinsic) --> correct answers Dissatisfied
If hygiene are fulfilled. --> correct answers Not Dissatisfied
If motivator needs are fulfilled (instrinsic) --> correct answers Satisfied
If motivator needs are not fulfilled --> correct answers Not Satisfied
,Vroom's Expectancy Theory correct answers Employees make rational choices at work based on
5 components. The fives components are outcomes, valence, instrumentality, Expectancy, and
Force.
Outcomes correct answers - an anticipated consequence of work performance. (pay, recognition,
raises, insurance, etc.) (employee example of outcomes: bonus and what other employees think
of them.) (class example of Nerf Ball: outcomes were the prizes.)
Valence correct answers the extent to which anticipated outcomes are attractive or unattractive.
(Employee examples of valence: Employee 1 sees the bonus outcome is low valence and high
valence for other employees' opinion. Employee 2 is the opposite.) (Nerf Ball: first set of prizes
had higher valence than the second set of prizes. However, the choice between the three choices
of each set has different levels of valence {for example, I would choose $5 over lotto and water}.
But everyone else valued the lotto or water instead. Everyone had different values.)
Instrumentality correct answers the belief that first level outcomes lead to second level outcomes.
(performance = first level performance à leads to praise, raise, etc. = second level performance)
helps you get something else. (2 Employee example - high instrumentality. Both believe you
perform (1st level) à you will get the bonus (2nd level) and people will like you.) (Nerf ball:
Make baskets (1st level) à prizes (2nd level))
Expectancy correct answers Effort will lead to performance; if I work hard, can I do it? (2
Employee example - #1 has low expectancy because he states about broken equipment and the
amount of effort if they were fixed it would be too hard. #2 has high expectancy.) (Nerf Ball -
Expectancy is if you believe you can make the baskets. The first line is 8 feet you probably have
medium-high expectancy. The second line was 20 feet you probably would have low
expectancy.)
Force correct answers how motivated someone is to do something.
F = E SigmaVi Ii
(E= expectancy, V=Valence, I=Instrumentality)
, Social Comparison (how well are you treated to others) correct answers Now Nerf hoop with
shooting line one foot away. 2 baskets in 60 seconds = $100. After someone does it, you bring
back the other less valued prizes and are shooting from further away. The next person would be
less motivated.
Equity Theory (Social Comparison) correct answers Op/Ip = Oo/Io
(p=person, o=other I=inputs, O=outcomes)
Does inequity exist if the person has high inputs and low outcomes? correct answers It only
exists if it is not equal or relative to the others. Depends on how the others are treated.
Restoring Equity correct answers 1. Behavioral Modes:
- Change inputs
- Change outcomes
- get other to change inputs or outcomes.
- quit job or force referent to leave.
2. Cognitive Modes:
- distort view of own inputs or outcomes.
- distort vies of others inputs or outcomes.
- Change comparison person.
Algorithmic Decision Making Approach correct answers - a systematic method that will yield a
correct result. Time consuming, exhausting, and you will get a result that is most likely accurate.
Heuristic Decision Making Approach correct answers mental shortcut that helps us make
decision and judgements quickly. (Sometimes they workout and other times they do not.) (ex.
lost your keys... you look where you usually leave them. You do not retrace your entire day. In
this case it is helpful.)
What is motivation? correct answers A set of energetic forces that originate from both within as
well beyond an individual's being, to initiate work related behavior, and to determine its form,
directions, intensity, and duration.
What does motivation originate from? correct answers 1. Internal and External Forces. (internal:
emotions, love, instincts, goals; external: family, society, boss, money, Ex.) lumber yard and
coworkers telling employee to slow down or they will hurt him, Ex 2) Wells Fargo and
management)
2. Direction - are they working on the correct thing
3. Intensity - how hard are you working.
4. Duration - Persistance
Does Motivation = Performance? correct answers (ex. Professor playing Shaq 1 v 1. He is
motivated, plays with direction/intensity/Persistence but he will not perform well.)
Motivator-Hygiene Theory (Two Factor Theory) correct answers A. What are Motivator Factors
at your job? Intrinsic (achievement, praise, recognition.)
B.What are Hygiene Factors on your job? Extrinsic! (pay, promotion, etc.)
If hygiene needs are not fulfilled (Extrinsic) --> correct answers Dissatisfied
If hygiene are fulfilled. --> correct answers Not Dissatisfied
If motivator needs are fulfilled (instrinsic) --> correct answers Satisfied
If motivator needs are not fulfilled --> correct answers Not Satisfied
,Vroom's Expectancy Theory correct answers Employees make rational choices at work based on
5 components. The fives components are outcomes, valence, instrumentality, Expectancy, and
Force.
Outcomes correct answers - an anticipated consequence of work performance. (pay, recognition,
raises, insurance, etc.) (employee example of outcomes: bonus and what other employees think
of them.) (class example of Nerf Ball: outcomes were the prizes.)
Valence correct answers the extent to which anticipated outcomes are attractive or unattractive.
(Employee examples of valence: Employee 1 sees the bonus outcome is low valence and high
valence for other employees' opinion. Employee 2 is the opposite.) (Nerf Ball: first set of prizes
had higher valence than the second set of prizes. However, the choice between the three choices
of each set has different levels of valence {for example, I would choose $5 over lotto and water}.
But everyone else valued the lotto or water instead. Everyone had different values.)
Instrumentality correct answers the belief that first level outcomes lead to second level outcomes.
(performance = first level performance à leads to praise, raise, etc. = second level performance)
helps you get something else. (2 Employee example - high instrumentality. Both believe you
perform (1st level) à you will get the bonus (2nd level) and people will like you.) (Nerf ball:
Make baskets (1st level) à prizes (2nd level))
Expectancy correct answers Effort will lead to performance; if I work hard, can I do it? (2
Employee example - #1 has low expectancy because he states about broken equipment and the
amount of effort if they were fixed it would be too hard. #2 has high expectancy.) (Nerf Ball -
Expectancy is if you believe you can make the baskets. The first line is 8 feet you probably have
medium-high expectancy. The second line was 20 feet you probably would have low
expectancy.)
Force correct answers how motivated someone is to do something.
F = E SigmaVi Ii
(E= expectancy, V=Valence, I=Instrumentality)
, Social Comparison (how well are you treated to others) correct answers Now Nerf hoop with
shooting line one foot away. 2 baskets in 60 seconds = $100. After someone does it, you bring
back the other less valued prizes and are shooting from further away. The next person would be
less motivated.
Equity Theory (Social Comparison) correct answers Op/Ip = Oo/Io
(p=person, o=other I=inputs, O=outcomes)
Does inequity exist if the person has high inputs and low outcomes? correct answers It only
exists if it is not equal or relative to the others. Depends on how the others are treated.
Restoring Equity correct answers 1. Behavioral Modes:
- Change inputs
- Change outcomes
- get other to change inputs or outcomes.
- quit job or force referent to leave.
2. Cognitive Modes:
- distort view of own inputs or outcomes.
- distort vies of others inputs or outcomes.
- Change comparison person.
Algorithmic Decision Making Approach correct answers - a systematic method that will yield a
correct result. Time consuming, exhausting, and you will get a result that is most likely accurate.
Heuristic Decision Making Approach correct answers mental shortcut that helps us make
decision and judgements quickly. (Sometimes they workout and other times they do not.) (ex.
lost your keys... you look where you usually leave them. You do not retrace your entire day. In
this case it is helpful.)
