Bmgt 3510 Chapter 7 Part Ii

Front 1

manifest needs theory

Back 1

assumes tat human behavior is driven by the desire to satisfy needs

Front 2

latent needs

Back 2

cannot be inferred from a person's behavior at a give time, yet the person may still possess those needs

Front 3

need for achievement (nAch)

Back 3

the need to excel at tasks, especially tasks that are difficult

Front 4

motive

Back 4

a source of motivation; the need that a person is attempting to satisfy

Front 5

need for affiliation (nAff)

Back 5

the need to establish and maintain warm and friendly relationships with other people

Front 6

need for power (nPow)

Back 6

the need to control things, especially other people; reflects a motivation to influence and be responsible for other people

Front 7

Maslow's Hierarchy of Needs

Back 7

Self Actualization;
Ego and Esteem;
Social;
Safety and Security;
Physiological and Survival;

Front 8

Alderfer's ERG Theory

Back 8

compresses Maslow's five need categories into three: existence, relatedness, and growth

Front 9

motivators

Back 9

relate to the jobs that people perform, and people's ability to feel a sense of achievment as a result of performing them

Front 10

hygienes

Back 10

relate to the work environment and are based on the basic human need to "avoid pain"

Front 11

extrinsic motivation

Back 11

occurs when a person performs a given behavior to acquire something that will satisfy a lower-order need

Front 12

intrinsic motivation

Back 12

arises out of performing a behavior in an of itself, because it is interesting or "fun" to do

Front 13

self-determination theory (SDT)

Back 13

seeks to explain not only what causes motivation, but also the effects of extrinsic rewards on intrinsic motivation

Front 14

operant conditioning

Back 14

a learning process based on the results produced by a person "operating on" the environment

Front 15

operant conditioning theory

Back 15

posits that people learn to behave in a particular fashion as a result of the consequences that followed their past behavior

Front 16

reinforcement

Back 16

occurs when a consequence makes it more likely a behavior will be repeated in the future

Front 17

extinction

Back 17

occurs when a consequence or lack of a consequence makes it less likely that a behavior will be repeated in the future

Front 18

positive reinforcement

Back 18

occurs when a desirable consequence that satisfies an active need, or that removes a barrier to need satisfaction, increases he likelihood of a behavior reoccurring

Front 19

negative reinforcement

Back 19

occurs when a behavior causes something undesirable to be removed, increasing the likelihood of the behavior reoccurring

Front 20

avoidance learning

Back 20

occurs when people learn to behave in a certain way to avoid encountering an undesired or unpleasant consequence

Front 21

punishment

Back 21

an aversive consequence that follows a behavior and makes it less likely to recocur

Front 22

nonreinforcement

Back 22

occurs when no consequence follows a worker's behavior

Front 23

schedules of reinforcement

Back 23

the frequency at which effective employee behaviors are reinforced

Front 24

equity theory

Back 24

states that human motivation is affected by the outcomes people receive for their inputs, compared to the outcomes and inputs of other people

Front 25

inputs

Back 25

any factors that a person views as having value an that are relevant to the organization

Front 26

outcomes

Back 26

anything a person perceives as getting back from an organization in exchange for the person's inputs

Front 27

referent others

Back 27

workers that a person uses to compare inputs and outcomes, and how perform jobs similar in difficulty and complexity to the employee making an equity determination

Front 28

state of equity

Back 28

occurs when people perceive their input/outcome rations to be equal to that of their referent other

Front 29

overreward inequity

Back 29

occurs when people perceive their input/outcome rations to be greater than that of their referent other

Front 30

underreward inequity

Back 30

occurs when people perceive their input/outcome rations to be less than that of their referent other

Front 31

goal theory

Back 31

states that people will perform better if they have difficult, specific accepted performance goals or objectives

Front 32

goal commitment

Back 32

the degree to which people dedicate themselves to achieving a goal

Front 33

expectancy theory

Back 33

posits that people will exert high effort levels to perform at high levels so that they can obtain valued outcomes

Front 34

effort-performance expectancy

Back 34

E1, the perceived probability that effort will lead to performance

(or E -> P)

Front 35

performance-outcome expectancy

Back 35

E2: the perceived relationship between performance and outcomes
(or P -> 0)

Front 36

valences

Back 36

the degree to which a person perceives an outcome as being desirable, neutral, or undesirable

Front 37

extrinsic outcomes

Back 37

are awarded or given by other people (like a supervisor)

Front 38

intrinsic outcomes

Back 38

are awarded or given by people to themselves (such as a sense of achievement)

Front 39

self-efficacy

Back 39

a belief about the probability that one can successfully execute some future action or task, or achieve some result