Term
|
Definition
| the arousal, direction, and persistence of behavior |
|
|
Term
|
Definition
| the satisfaction received in the process of performing an action |
|
|
Term
|
Definition
| a reward given by another person |
|
|
Term
|
Definition
| a group of theories that emphasize the needs that motivate people |
|
|
Term
|
Definition
| concern the thought process that influence behavior |
|
|
Term
|
Definition
| focus on employee learning of desired work behaviors |
|
|
Term
| hierarchy of needs theory |
|
Definition
| a content theory that proposes that people are motivated by five categories of needs--> physiological, safety, belongingness, esteem, and self-actualization |
|
|
Term
| Clayton Alderfer's ERG theory |
|
Definition
a modification of Maslow's hierarchy that proposes three categories of needs: Existence, Relatedness, and Growth
**can move up and down through these needs unlike Maslow's |
|
|
Term
|
Definition
| the needs for physical well-being |
|
|
Term
|
Definition
| the needs for satisfactory relationships with others |
|
|
Term
|
Definition
| the needs that focus on the development of human potential and the desire for personal growth and increased competence |
|
|
Term
| frustration-regression principle |
|
Definition
| the idea that failure to meet a high-order need may cause regression to an already satisfied lower need |
|
|
Term
|
Definition
|
|
Term
|
Definition
| Fredrick Herzberg; two dimensions contribute to behavior at work: hygiene factors and motivaors |
|
|
Term
|
Definition
| factors that involve the presence or absence of job dissatisfiers, including working conditions, pay, company policies, and interpersonal relationsips |
|
|
Term
|
Definition
| factors that influence job satisfaction based on fulfillment of high-level needs such as achievement, recognition, responsibility and opp for growth |
|
|
Term
|
Definition
|
|
Term
|
Definition
| David McClelland-- proposes that certain types of needs are acquired during an individuals lifetime |
|
|
Term
|
Definition
1) need for achievement
2) need for affiliation
3) need for power |
|
|
Term
|
Definition
| a group of theories that explain how employees select behaviors with which to meet their needs and determine whether their choices were successful |
|
|
Term
|
Definition
| Edwin Locke, Gary Latham-- a motivation theory in which specific, challenging goals increase motivation and performance when the goals are accepted by subordinates and they get feedback |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
| J. Stacy Adams-- a process theory that focuses on individuals' perceptions of how fairly they are treated relative to others |
|
|
Term
|
Definition
| a situation that exists when the ratio of one person's outcomes to inputs equals that of another's |
|
|
Term
| methods of reducing inequity |
|
Definition
- change work effort
- change outcomes
- change perceptions
- leave the job |
|
|
Term
|
Definition
| a process theory that proposes that motivation depends on individuals' expectations about their ability to perform tasks and receive desired rewards |
|
|
Term
|
Definition
| expectancy that putting effort into a given task will lead to high performance |
|
|
Term
| expectancy theory is based on the relationship among... |
|
Definition
| the individual's effort, the individual's performance, and the desirability of outcomes associated with high performance |
|
|
Term
|
Definition
| expectancy that successful performance of a task will lead to the desired outcome |
|
|
Term
|
Definition
|
|
Term
|
Definition
| the value or attraction an individual has for an outcome |
|
|
Term
|
Definition
| a motivation theory based on the relationship between a given behavior and its consequences |
|
|
Term
|
Definition
| the set of techniques by which reinforcement theory is used to modify human behavior |
|
|
Term
|
Definition
| the assumption that positively reinforced behavior tends to be repeated, and negatively reinforced behavior tends to be inhibited |
|
|
Term
|
Definition
| anything that causes a given behavior to be repeated or inhibited |
|
|
Term
|
Definition
| the administration of a pleasant and rewarding consequence following a desired behavior |
|
|
Term
|
Definition
| aka negative reinforcement-- the removal of unpleasant consequence when an undesirable behavior is corrected |
|
|
Term
|
Definition
| the imposition of an unpleasant outcome following undesirable behavior |
|
|
Term
|
Definition
| the withdrawal from a positive reward-- withholding pay raises, etc. |
|
|
Term
|
Definition
| a unit of work that a single employee is responsible for performing |
|
|
Term
|
Definition
| the application of motivational theories to the structure of work for improving productivity and satisfaction |
|
|
Term
|
Definition
| a job design whose purpose is to improve task efficiency by reducing the number of tasks a single person must do |
|
|
Term
|
Definition
| a job design that systematically moves employees from one job to another to provide them with variety and stimulation |
|
|
Term
|
Definition
| a job design that combine a series of tasks into one new, broader job to give employees variety and challenge |
|
|
Term
|
Definition
| a job design that incorporates achievement, recognition, and other high-level motivators into the work |
|
|
Term
| Richard Hackman and Greg Oldham |
|
Definition
| the job characteristics model |
|
|
Term
|
Definition
| the altering of jobs to increase both the quality of employees' work experience and their productivity |
|
|
Term
| job characteristics model |
|
Definition
| a model of job design that compromises core job dimensions, critical psychological states, and employee growth-need strength |
|
|
Term
|
Definition
1) skill variety
2) task identity
3) task significance
4) autonomy
5) feedback |
|
|
Term
| 3 critical psychological states |
|
Definition
1) experienced meaningfulness of work
2) experienced responsibility
3) knowledge of actual results |
|
|
Term
| employee growth need strength |
|
Definition
| people have different needs for growth and development |
|
|
Term
|
Definition
| the delegation of power and authority to subordinates |
|
|
Term
| 4 elements of empowerment |
|
Definition
1) information of comp performance
2) knowledge to contribute
3) power to make decisions
4) rewards based on performance |
|
|
Term
|
Definition
| a situation in which employees enjoy their work, contribute enthusiastically to meeting goals, and feel a sense of belonging and commitment to the organization |
|
|
