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18 Cards in this Set

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work motivation
a set of energetic forces that originate both within as well as beyond an individual's being, to initiate work-related behavior
Need Hierarchy Theory
Source of Motivation: unconscious, innate needs
Support: weak
Applicability: very limited
Expectancy Theory
Source: relationship among desired outcomes, performance-reward, effort-performance
Support: moderate-strong
Applicability: strong - provides a rational basis for why people exert effort
Reinforcement theory
Source: schedule of reinforcement used to reward people for their performance
Support: moderate
Applicability: moderate
Self-regulation Theory
Source: self-monitoring of feedback designed to enhance goal attainment
Support: moderate-strong
Applicability: strong: organizations can provide directive feedback to individuals to facilitate good attainment
Goal-Setting Theory
Source: intention to direct behavior in pursuit of acceptable goals
Support: moderate-strong
Applicability: strong
Content Theories of Motivation
expalin the dynamics of employee needs such as many people have different needs at different times
Process Theories of Motivation
describes processes through which needs are translated into behavior
Herzberg's Motivation-Hygiene Theory
Motivation factors: achievement, recognition, responsibility, advancement

Hygiene factors: supervision, working conditions, pay, job security
Theory X and Theory Y: who created it?
McGregor
Why leaders fail
put business, not people first; unrealistic vision for company; can't inspire/energize people; antagonize board of directors; not confronting problems
Visionary Leadership
express the vision, extend the vision, live the vision
Leadership styles
Autocratic (boss-centered)
Participative
Free Reign Style (subordinate-centered)
Autocratic Style
boss-centered, told what, how, when, closing managing, very experienced
Participative Style
team work, letting them participate in decisions, asking them for input
Free Reign Style
subordinate-centered, minimal direction/instruction
Types of Leadership Power
Position power:
legitimate (inherent in position)
reward
coercive
Personal power:
expert
referent (how much sub.s like him)
Contingency Theory
effective leadership depends on a match between leader's style and the degree to which the work situation gives control and influence to the leader, a joint function