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26 Cards in this Set
- Front
- Back
Goal-setting theory |
Motivation theory stating that people have conscious goals that energize them and direct their thoughts and behaviors toward a particular end |
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Stretch goals |
Targets that are particularly demanding, sometimes even thought to be impossible |
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Vertical stretch goal |
Aligned with current activities, including productivity and financial results |
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Horizontal stretch goal |
Involve people's professional development, such as attempting and learning new, difficult things |
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Positive reinforcement |
Applying a consequence that will increase the likelihood that the person will repeat the behavior that led to it |
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Negative reinforcement |
Removing or withholding an undesirable consequence |
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Punishment |
Administering an aversive consequence |
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Extinction |
Withdrawing or failing to provide a reinforcing consequence |
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Expectancy theory |
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 |
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Expectancy |
Employees perception of the likelihood that their efforts will enable them to attain their performance goals |
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Instrumentality |
The perceived likelihood that performance will be followed by a particular outcome |
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Valence |
The value an outcome holds for the person contemplating it |
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Maslows need hierarchy |
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 |
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Alderfer's ERG theory |
A human needs theory postulating that people have three basic needs that can operate simultaneously -resistance, relatedness, growth |
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Extrinsic rewards |
Rewards given to a person by the boss, the company, or some other person |
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Intrinsic reward |
Reward a worker derives directly from performing the job itself |
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Job rotation |
Changing from one routine task to another to alleviate boredom |
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Job enlaregement |
Giving people additional tasks at the same time to alleviate boredom |
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Job enrichment |
Jobs are restructured or redesigned by adding higher levels of responsibility Changing a task to make it inherently more rewarding, motivating, and satisfying |
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Two-factor theory |
Herzburgs theory describing two factors affecting people's work motivation and satisfaction |
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Hygiene factors |
Characteristics of the workplace such as company policies, working conditions, pay, and supervision, that can make people dissatisfied |
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Growth need strength |
The degree to which individuals want personal and psychological development |
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Equity theory |
A theory stating that people assess how fairly they have been treated according to two key factors: outcomes and inputs |
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Procedural justice |
Using a fair process in decision making and making sure others know that the process was as fair as possible |
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Quality of work life programs |
Programs designed to create a workplace that enhances employee workplace and satisfaction |
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Psychological contract |
A set of perceptions what employees owe their employers and what their employers owe to them |