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physiological safety social needs |
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needs centered around goals and responsibility |
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needs associated with decision making and controlling resources |
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a need to be liked and known |
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the need to be _________ is lacking from the top 1% of managers |
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the concept of "is my ratio or work/rewards fair or unfair?" formulated by outcome/inputs |
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ways to solve equity problems |
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ask for increased outputs decrease inputs***most common change others outcomes increase others inputs |
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if you fail to achieve equity, then you ultimately just change your ________________ ___________ |
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desires for physiological and material well being |
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desires for satisfying interpersonal relationships |
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desires for continued psychological growth and development |
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desires for continued psychological growth and development |
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-improving motivating factors increases job satisfaction -improving the hygiene factors decreases job dissatisfaction |
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working conditions coworker relations policies and rules supervisor quality base wage, salary |
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achievement recognition responsibility work itself advancement personal growth |
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belief that working hard will result in desired level of performance |
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belief that successful performance will be followed by rewards |
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value person assigns to rewards and work outcomes |
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expectancy X instrumentality X valence |
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selecting workers with ability, train workers to use ability, support work efforts, clarify goals |
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maximize instrumentality by |
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clarifying psychological contracts, communicate performance outcomes possibilities, identify rewards that are contingent on performance |
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maximize instrumentality by |
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clarifying psychological contracts, communicate performance outcomes possibilities, identify rewards that are contingent on performance |
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identifying individual needs and adjusting rewards accordingly |
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increases frequency of a behavior through contingent presentation of a pleasant consequence |
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increases frequency of a behavior through contingent removal of an unpleasant consequence "remove the bad" (take away probation, no more curfew) |
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decreases frequence of a behavior through contingent presentation of an unpleasent consequence |
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decreases frequency of a behavior through contingent removal of an unpleasant consequence "remove good" (no compliment for average work) |
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law of contingent reinforcement |
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reward delivered only if desired behavior is exhibited |
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law of immediate reinforcement |
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the more immediate the delivery of a reward, the more reinforcement value it has |
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administers a reward each time a desired behavior occurs |
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intermittent reinforcement |
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rewards behavior periodically |
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the goal of reinforcement schedules is... |
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high performance and low variability |
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the goal of reinforcement schedules is... |
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high performance and low variability |
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best alternative to negotiated agreement |
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reservation value value assigned that is the least possible amount that will be accepted |
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zone of possible agreement between BATNA and RV |
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creative fun, getting work done in a fun way |
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day in day out control of own decisions |
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5 characteristics that influence job design |
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skill variety task identity task significance autonomy feedback |
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job improvement characteristics |
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flexible work schedule compressed work week job sharing work sharing telecommuting |
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hours on the job can vary at an employees discretion lowers stress and turnover |
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4-10 hr days creates high moral, low absenteeism |
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2/3 people share a job/schedule usually part time and high quality |
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working from home increases productivity using fewer resources |
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