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26 Cards in this Set
- Front
- Back
Biological Needs
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Basic physical needs (e.g., food, rest, shelter, and recreation).
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Personality
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The knowledge, attitudes, and attributes that make up the unique human being.
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Positive Mental Attitude (PMA)
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A person with a PMA usually responds favorably to the job, people, and situations.
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Motivation
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A willingness to exert effort toward achieving a goal, stimulated by the effort's ability to ffulfill an individual need.
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Hierarchy of Needs
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Maslow's theory of motivation, which suggests that employee needs are arranged in priority order such that lower-order needs must be satisfied before higher-order needs become motivating.
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Security Needs
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Desire for protection against danger and life's uncertainties.
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Social Needs
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Desire for love and affection and affiliation with something worthwhile.
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Motivation Factors
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Elements intrinsic in the job that promote job performance.
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Self-Respect Needs
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Desire for recognition, achievement, status, and a sense of accomplishment.
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Self-fulfillment Needs
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Desire to use one's abilities to the fullest extent.
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Motivation-Hygiene Theory
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Herzberg's theory that factors in the work enviroment primarily influence the degree of job dissatisfaction, while intrinsic job content factors influence the amount of employee motivation.
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hygiene Factors
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Elements in the work environment that, if positive, reduce dissatisfaction but do not tend to motivate.
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Expectancy Theory
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Theory of motivation that holds that employees perform better when they believe such efforts lead to desired rewards.
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Equity Theory
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Explains how people strive for fairness in the workplace.
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Law of Effect
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Says that behavior with favorable consequences is repeated; behavior with unfavorable consequences tends to disappear.
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Extinction
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Good behavior occurs less frequently or disappears because it is not recognized.
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Positive Reinforcement
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making behavior occur more often because it is linked to a positive consequence.
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Punishment
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Making behavior occur less frequently because it is lined to an undesireable consquence.
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Negative Reinforcement
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Making behavior occur more frequently by removing an undesirable consequence.
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Theory X
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Assumption that most employees dislike work, avoid responsibility, and must be coerced to do their jobs.
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Theory Y
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Assumption that most employees enjoy work, seek responsibility, and can self-direct.
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Job Redesign
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The belief that well-designed jobs lead to increased motivation.
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Job Rotation
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The process of switching job tasks among employees in a work group.
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Job Enlargement
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Increasing the number of tasks an individual performs.
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Job Enrichment
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Job design that helps fulfill employees' higher-level needs by giving those employees more challenging tasks and more decision-making responsibility for their jobs.
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Management by Objectives (MBO)
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Participative management system through which jointly set objectives are used for performance appraisal.
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