Management 3303 Chapter 12 Terms

Front 1

motivation

Back 1

the psychological processes that arouse and direct goal directed behavior

Front 2

extrinsic reward

Back 2

the payoff, such as money, a person receives from others for performing a particular task

Front 3

intrinsic reward

Back 3

the satisfaction, such as a feeling of accomplishment, a person receives from performing the particular task itself

Front 4

content perspective

Back 4

also known as need based perspectives, are theories that emphasize the needs that motivate people

Front 5

needs

Back 5

physiological or psychological deficiencies that arouse behavior

Front 6

hierarchy of needs theory

Back 6

proposes that people are motivated by five levels of needs: physiological, safety, love, esteem, and self actualization

Front 7

ERG theory

Back 7

assumes that three basic needs influence behavior- existence, relatedness, and growth

Front 8

frustration-regression complex

Back 8

if we are denied our higher level needs (growth) then we will try harder to fulfill our lower level needs (existence).

Front 9

Acquired needs theory

Back 9

states that three needs- achievement, affiliation, and power- are major motives determining people's behavior in the workplace

Front 10

Two factor theory

Back 10

proposed that work satisfaction and dissatisfaction arise from two different factors- work satisfaction from motivating factors and work dissatisfaction from hygiene factors

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Hygiene factors

Back 11

associated with job dissatisfaction- such as salary, working conditions, interpersonal relationships, and company policy that affect the job context in which people work

Front 12

motivating factors

Back 12

factors associated with job satisfaction- achievement, recognition, responsibility, and advancement, that all affect job content/rewards of work performance

Front 13

Process perspectives

Back 13

concerned with the thought processes by which people decide how to act

Front 14

Equity theory

Back 14

focuses on employee perceptions as to how fairly they think they are being treated compared with others

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Expectancy theory

Back 15

suggests people are motivated by how much they want something, and how likely they think they are to get it

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Expectancy

Back 16

the belief that a particular level of effort will lead to a particular level of performance

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Instrumentality

Back 17

the expectation that successful performance of the task will lead to the outcome desired

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valence

Back 18

value; the importance a worker assigns to the possible outcome or reward

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Goal setting theory

Back 19

suggests that employees can be motivated by goals that are specific and challenging but achievable

Front 20

job design

Back 20

the division of an organization's work among its employees and the application of motivational theories to jobs to increase satisfaction and performance

Front 21

job simplification

Back 21

the process of reducing the number of tasks a worker performs

Front 22

Job enlargement

Back 22

increasing the number of tasks in a job to increase variety and motivation

Front 23

Job enrichment

Back 23

building into a job such motivating factors as responsibility, achievement, recognition, stimulating work, and advancement

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job characteristics model

Back 24

consists of five core job characteristics that affect three critical psychological states of an employee, that in turn affect work outcomes- the employee's motivation, performance, and satisfaction

Front 25

Reinforcement theory

Back 25

attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated, whereas behavior with negative consequences tends not to be repeated

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Positive reinforcement

Back 26

the use of positive consequences to encourage desirable behavior

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negative reinforcement

Back 27

the removal of unpleasant consequences following a desired behavior

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Extinction

Back 28

withholding or withdrawal of positive rewards for desirable behavior, so that the behavior is less likely to occur in the future

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Punishment

Back 29

the application of negative consequences to stop or change undesirable behavior

Front 30

Pay for performance

Back 30

bases pay on one's results

Front 31

piece rate

Back 31

employees are paid according to how much output they produce

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Sales commission

Back 32

sales representatives are paid a percentage or the earnings the company made from their sales

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bonuses

Back 33

cash awards given to employees who achieve specific performance

Front 34

profit sharing

Back 34

the distribution to employees of a percentage of the company's profits

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gainsharing

Back 35

the distribution of savings or "gains" to groups of employees who reduced costs and increased measurable profitability

Front 36

Stock options

Back 36

certain employees are given the right to buy stock at a future date for a discounted price

Front 37

Pay for knowledge

Back 37

employee pay is tied to the number of job relevant skills or academic degrees they earn