Chapter 7 ("motivation Concepts")

Front 1

motivation

Back 1

The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.

Front 2

hierarchy of needs

Back 2

Abraham Maslow’s hierarchy of five needs—

1. Physiological. Includes hunger, thirst, shelter, sex, and other bodily needs.
2. Safety. Security and protection from physical and emotional harm.
3. Social. Affection, belongingness, acceptance, and friendship.
4. Esteem. Internal factors such as self-respect, autonomy, and achievement, and external factors such as status, recognition, and attention.
5. Self-actualization. Drive to become what we are capable of becoming; includes growth, achieving our potential, and self-fulfillment.

—in which, as each need is substantially satisfied, the next need becomes dominant.

Front 3

lower-order needs

Back 3

Needs that are satisfied externally, such as physiological and safety needs.

Front 4

self-actualization

Back 4

The drive to become what a person is capable of becoming.

Front 5

higher-order needs

Back 5

Needs that are satisfied internally, such as social, esteem, and self-actualization needs.

Front 6

Theory X

Back 6

The assumption that employees dislike work, are lazy, dislike responsibility, and must be coerced to perform.

Front 7

Theory Y

Back 7

The assumption that employees like work, are creative, seek responsibility, and can exercise self-direction.

Front 8

two-factor theory

Back 8

A theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction. Also called motivation-hygiene theory.

Front 9

hygiene factors

Back 9

Factors—such as company policy and administration, supervision, and salary—that, when adequate in a job, placate workers. When these factors are adequate, people will not be dissatisfied.

Front 10

McClelland’s theory of needs

Back 10

A theory that states achievement, power, and affiliation are three important needs that help explain motivation.

Front 11

need for achievement (nAch)

Back 11

The drive to excel, to achieve in relationship to a set of standards, and to strive to succeed.

Front 12

need for power (nPow)

Back 12

The need to make others behave in a way in which they would not have behaved otherwise.

Front 13

need for affiliation (nAff)

Back 13

The desire for friendly and close interpersonal relationships.

Front 14

self-determination theory

Back 14

A theory of motivation that is concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation.

Front 15

cognitive evaluation theory

Back 15

A version of self-determination theory which holds that allocating extrinsic rewards for behavior that had been previously intrinsically rewarding tends to decrease the overall level of motivation if the rewards are seen as controlling.

Front 16

self-concordance

Back 16

The degree to which peoples’ reasons for pursuing goals are consistent with their interests and core values.

Front 17

job engagement

Back 17

The investment of an employee’s physical, cognitive, and emotional energies into job performance.

Front 18

goal-setting theory

Back 18

A theory that says that specific and difficult goals, with feedback, lead to higher performance.

Front 19

management by objectives (MBO)

Back 19

A program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress.

Front 20

Self-efficacy

Back 20

(also known as social cognitive theory or social learning theory) refers to an individual’s belief that he or she is capable of performing a task.

Front 21

vicarious modeling

Back 21

becoming more confident because you see someone else doing the task.

Front 22

enactive mastery

Back 22

that is, gaining relevant experience with the task or job. According to Bandura, the most important source of increasing self-efficacy

Front 23

verbal persuasion

Back 23

becoming more confident because someone convinces you that you have the skills necessary to be successful.

Front 24

Pygmalion effect or the Galatea effect

Back 24

a form of self-fulfilling prophecy in which believing something can make it true.

Front 25

reinforcement theory

Back 25

A theory that says that behavior is a function of its consequences.

Front 26

Operant conditioning theory

Back 26

people learn to behave to get something they want or to avoid something they don’t want.

Front 27

behaviorism

Back 27

A theory that argues that behavior follows stimuli in a relatively unthinking manner.

Front 28

social-learning theory

Back 28

The view that we can learn through both observation and direct experience.

1. Attentional processes. People learn from a model only when they recognize and pay attention to its critical features. We tend to be most influenced by models that are attractive, repeatedly available, important to us, or similar to us in our estimation.
2. Retention processes. A model’s influence depends on how well the individual remembers the model’s action after the model is no longer readily available.
3. Motor reproduction processes. After a person has seen a new behavior by observing the model, watching must be converted to doing. This process demonstrates that the individual can perform the modeled activities.
4. Reinforcement processes. Individuals are motivated to exhibit the modeled behavior if positive incentives or rewards are provided. Positively reinforced behaviors are given more attention, learned better, and performed more often.

Front 29

equity theory

Back 29

A theory that says that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.

There are four referent comparisons:

1. Self–inside. An employee’s experiences in a different position inside the employee’s current organization.
2. Self–outside. An employee’s experiences in a situation or position outside the employee’s current organization.
3. Other–inside. Another individual or group of individuals inside the employee’s organization.
4. Other–outside. Another individual or group of individuals outside the employee’s organization.

Front 30

distributive justice

Back 30

Perceived fairness of the amount and allocation of rewards among individuals.

Front 31

organizational justice

Back 31

An overall perception of what is fair in the workplace, composed of distributive, procedural, and interactional justice.

Front 32

procedural justice

Back 32

The perceived fairness of the process used to determine the distribution of rewards.

Front 33

interactional justice

Back 33

The perceived degree to which an individual is treated with dignity, concern, and respect.

Front 34

expectancy theory

Back 34

A theory that says that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.

Front 35

Effort–performance relationship

Back 35

The probability perceived by the individual that exerting a given amount of effort will lead to performance.

Front 36

Performance–reward relationship.

Back 36

The degree to which the individual believes performing at a particular level will lead to the attainment of a desired outcome.

Front 37

Rewards–personal goals relationship.

Back 37

The degree to which organizational rewards satisfy an individual’s personal goals or needs and the attractiveness of those potential rewards for the individual.