Management: Chapter 11

Front 1

Goal-setting theory

Back 1

Motivation theory stating that people have conscious goals that energize them and direct their thoughts and behaviors toward a particular end

Front 2

Stretch goals

Back 2

Targets that are particularly demanding, sometimes even thought to be impossible

Front 3

Vertical stretch goal

Back 3

Aligned with current activities, including productivity and financial results

Front 4

Horizontal stretch goal

Back 4

Involve people's professional development, such as attempting and learning new, difficult things

Front 5

Positive reinforcement

Back 5

Applying a consequence that will increase the likelihood that the person will repeat the behavior that led to it

Front 6

Negative reinforcement

Back 6

Removing or withholding an undesirable consequence

Front 7

Punishment

Back 7

Administering an aversive consequence

Front 8

Extinction

Back 8

Withdrawing or failing to provide a reinforcing consequence

Front 9

Expectancy theory

Back 9

Theory proposing that people will behave based on their perceived likelihood that their effort will lead to a certain outcome and on how highly they value that outcome

-the person's work efforts lead to some level of performance

Front 10

Expectancy

Back 10

Employees perception of the likelihood that their efforts will enable them to attain their performance goals

Front 11

Instrumentality

Back 11

The perceived likelihood that performance will be followed by a particular outcome

Front 12

Valence

Back 12

The value an outcome holds for the person contemplating it

Front 13

Maslows need hierarchy

Back 13

A human needs theory postulating that people are motivated to satisfy unmet needs in a specific order

-physiological, safety or security, social, ego, self-actualization

Front 14

Alderfer's ERG theory

Back 14

A human needs theory postulating that people have three basic needs that can operate simultaneously

-resistance, relatedness, growth

Front 15

Extrinsic rewards

Back 15

Rewards given to a person by the boss, the company, or some other person

Front 16

Intrinsic reward

Back 16

Reward a worker derives directly from performing the job itself

Front 17

Job rotation

Back 17

Changing from one routine task to another to alleviate boredom

Front 18

Job enlaregement

Back 18

Giving people additional tasks at the same time to alleviate boredom

Front 19

Job enrichment

Back 19

Jobs are restructured or redesigned by adding higher levels of responsibility

Changing a task to make it inherently more rewarding, motivating, and satisfying

Front 20

Two-factor theory

Back 20

Herzburgs theory describing two factors affecting people's work motivation and satisfaction

Front 21

Hygiene factors

Back 21

Characteristics of the workplace such as company policies, working conditions, pay, and supervision, that can make people dissatisfied

Front 22

Growth need strength

Back 22

The degree to which individuals want personal and psychological development

Front 23

Equity theory

Back 23

A theory stating that people assess how fairly they have been treated according to two key factors: outcomes and inputs

Front 24

Procedural justice

Back 24

Using a fair process in decision making and making sure others know that the process was as fair as possible

Front 25

Quality of work life programs

Back 25

Programs designed to create a workplace that enhances employee workplace and satisfaction

Front 26

Psychological contract

Back 26

A set of perceptions what employees owe their employers and what their employers owe to them