Ecm Chapter 9

Front 1

SAS Company Story, Point?

Back 1

Motivation of employees

Front 2

Motivation

Back 2

psychological foced that deterine the direction of a person's behavior in an aorganization, a person's level of effort and a person's level of persistence.

Front 3

direction of a person's behavior

Back 3

the many possible bbehaviors that a person could engage in

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effort

Back 4

how hard people work

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persistence

Back 5

whether when faced with roadblocks and obstacles, people keep trying or give up.

Front 6

intrinsically motivated behavior

Back 6

behavior that is performed for its own sake, motivation that comes from doing the job

Front 7

extrinsically motivated behavior

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behavior that is performed to acquire material or social rewards or to avoid punishment, motivated by the consequence

Front 8

Factors affecting intrinsic and extrinsic motivation

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1)personal characteristics
2) nature of the job
3)nature of the org.

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outcome

Back 9

anything a person gets from a job or an org.

Front 10

input

Back 10

anything a person contributes to his or her job or org. Outcomes motivate input

Front 11

expectancy theory

Back 11

the theory that motivation will be high when workers believe that high levels of effort lead to high performance and that high performance leads to the attainment of desired outcomes

Front 12

expectancy

Back 12

in expectancy theory, a perception about the extent to which effort results in a certain level of performance

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instrumentality

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a perception about the extent to which performance results in the attainment of outcomes

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valence

Back 14

how desirable each of the outcomes available from a job or organization is to a person

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need

Back 15

a requirement or necessity for survival and well being

Front 16

need theories

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theories of motivation that focus on what needs people aretringto satisfy at work and what outcomes satisfy those needs

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Maslow's hierarchy of needs

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an arrangement of five basic needs that, according to Maslow, motivate behavior. Maslow propose dtha t the lowest level of unmet neds is the prime motivator and that only onelevel of needs is motivational at a time.

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self actualization needs

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the needs to realizes ones full potential as a human being

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esteem needs

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the needs to feel good about oneself and one's capabilities, to be respected by others, an d to recieve recognition and appreciation

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belongingness needs

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needs for social interaction, friendship, affection and love

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safety needs

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needs for security, stability, and a safe environment

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physiological needs

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basic needs for things such as food, water, and shelter that must be met in order for a person to survive.

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Herzberg's motivator-hygiene theory

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a need theory that distinguishes between motivator needs and hygiene needs, related to the physical and psychological context in which the work is performed) a nd proposes tha tmotivator needs must be met for motivation and job satisfaction to be high

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need for achievement

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the extent to which an individual has a strong desire to perform challenging tasks well andto meet personal standards for excellence

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need for affiliation

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the extenttowhich an individual is concerned about establishing and maining good interpersonal relations, being liked and having other people around them get along with each other

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need for power

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the extent to which an individual desire to control or influence others

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equity theory

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a theory of motivation that focuses on people's perceptions of the fairness of their work outcomes relative to their work inputs

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equity

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the justice, impartiality, and fairness to which all organizational members are entitled.

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inequity

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lack of fairness, outcome/input ratio not equal to a referents

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underpayment inequity

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the inequity that exists whena person perceives that his or her own outcome/input ratio is less than the ratio of a referent

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overpayment inequity

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the inequity that exists when a personperceives that his or her ownoutcome/input ratio is greater than the ratio of a referent

Front 32

goal setting theory

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a theory that focuses on identifying the types of goals that are most effective in producing high levels of motivation and performance and explainingwhy goals have these effects

Front 33

learning theories

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theories that focus on increasing employee motivation and performance by linking the outcomes that employees recieve to the performance of desired behaviors and the attainment of goals

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learning

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a relatively permanent change in knowledge or behavior that results from practice or experience

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operant conditioning theory

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the theory that people learn to perform behaviors that lead to desired consequences andlearnnot to perform behaviors that lead to undesired consequences

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positive reinforcement

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giving people outcomes they desire when they perform organizationally functional behaviors

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negative reinforcement

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eliminating or removing undesired outcomes when people perform organizationally functional behaviors

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extinction

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curtailing the performance of dysfunctional behaviors by eliminating whatever is reinforcing them

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punishment

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administering an undesired or negative consequence when dysfunctional behavior occurs

Front 40

J Crew Example to show what?

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Punishment and Positive reinforcement etc

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social learning theory

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a theory that takes into account how learning and motivation are influenced by people's thoughts and beliefs and their observations of other peoples behaviors

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vicarious learning

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learning that occurs when the learner becomes motivated to performa behavior by watching another person perform it

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self reinforcer

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any desired or attractive outcomes or reward that a person gives to himself or herself for good performance

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self efficacy

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a person's belief about his or her ability to perform a behavior successfully

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merit pay plan

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a compensationplan that bases pay on performance

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employee stock option

Back 46

a financial instrument that entitles the bearer to buy shares of an org's stock at a certain price during a certain period of time or under certain conditions