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Chapter 12 Key Terms (EXAM 3)
motivation |
may be defined as the psychological processes that arouse and direct goal-directed behavior |
extrinsic reward |
is the payoff, such as money, that a person receives from others for performing a particular task. |
intrinsic reward |
is the satisfaction, such as a feeling of accomplishment, that a person receives from performing the particular task itself |
content perspectives |
also known as need-based perspectives, are theories that emphasize the needs that motivate people. |
needs |
are defined as physiological or psychological deficiencies that arouse behavior |
hierarchy of needs theory |
which proposed that people are motivated by five levels of needs
1 physiological
2 safety
3 love
4 esteem
and
5 self actualization |
ERG theory |
assumes that three basic needs influence behavior - existence, relatedness, and growth |
acquired needs theory |
which states that three needs - achievement, affiliation, and power - are major motives determining people's behavior in the workplace |
two-factor theory |
which proposed that work satisfaction and dissatisfaction arise form two different factors - work satisfaction from motivating factors and work dissatisfaction from hygiene factors. |
hygiene factors |
are factors associated with job dissatisfaction - such as salary, working conditions, interpersonal relationships, and company policy |
motivating factors (aka motivators) |
or simply motivators, are factors associated with job satisfaction - such as achievement, recognition, responsibility, and advancement - all of which affect the job content or the rewards of work performance. |
process perspectives |
are concerned with the thought processes by which people decide how to act |
equity theory |
focuses on employee perceptions as to how fairly they think they are being related compared with others |
expectancy theory |
suggests that people are motivated by two things
1 how much they want something
2 how likely they think they are to get it |
expectancy |
is the belief that a particular level of effort will leas to a particular level of performance |
instrumentaility |
is the expectation that successful performance of the task will lead to the outcome desired |
valence |
is value, the importance a worker assigns to the possible outcome or reward |
goal setting theory |
suggests that employees can be motivated by goals that are specific and challenging but achievable. |
job design is |
1 the division of an organization's work among its employees and
2 the application of motivational theories to jobs to increase satisfaction and performance |
job simplification |
the process of reducing the number of tasks a worker performs |
job enlargement |
consists of increasing the number of tasks in a job to increase variety and motivation |
job enrichment |
consists of building into a job such motivating factors as responsibility, achievement, recognition, stimulating work, and advancement. |
job characteristics model |
consists of
a) five core job characteristics that affect
b) three critical psychological states of an employee that in turn affect
c)work outcomes - the employee's motivation, performance, and satisfaction |
reinforcement |
is anything that causes a given behavior to be repeated or inhibited |
positive reinforcement |
is the use of positive consequences to strengthen a particular behavior |
negative reinforcement |
is the process of strengthening a behavior by withdrawing something negative |
extinction |
is the weakening of behavior by ignoring it or making sure it is not reinforced |
punishment |
is the process of weakening behavior by presenting something negative or withdrawing something positive |
pay for performance |
bases pay on one's results |
piece rate |
in which employees are paid according to how much output they produce |
sales commission |
in which sales representatives are paid a percentage of the earnings the company made form their sales |
bonuses |
are cash rewards given to employees who achieve specific performance objectives |
profit sharing |
is the distribution to employees of a percentage of the company's profits |
gainsharing |
is the distriubution of savings or gains to groups of employees who reduced costs and increased measurable productivity |
stock options |
certain employees are given the right to buy stock at a future date at a discounted price |
pay for knowledge |
ties employee pay to the number of job-relevant skills or academic degrees they earn. |