Mgmt 360 Exam 2

Front 1

psychological processes that arouse and direct goal-directed behavior

Back 1

motivation

Front 2

identify internal factors influencing motivation

Back 2

content theories of morivation

Front 3

indentify the process by which internal factors and cognitions influence motivation

Back 3

process theories of motivation

Front 4

physiological or phychological deficiencies that arouse behavior

Back 4

needs

Front 5

five basic needs, physiolgical, safety, love, esteem, and self actualization,-influence behavior

Back 5

need heirarchy theory

Front 6

three basic needs, existience, relatedness, and growth-influence behavior

Back 6

ERG theory

Front 7

desire to accomplish something difficult

Back 7

need for achievement

Front 8

desire to spend time in social relationships and activities

Back 8

need for affiliation

Front 9

desire to influence, coach, teach, or encourage others to achieve

Back 9

need for power

Front 10

job characteristics associated with job satisfaction

Back 10

motivation

Front 11

holds that motivation is a function of fairness in social exchanges

Back 11

equity theory

Front 12

comparison in which another person receives greater outcomes for similar inputs

Back 12

negative inequity

Front 13

comparison in which another person receives lesser outcomes for similar inputs

Back 13

positive inequity

Front 14

an individuals tolerance for negative and positive equity

Back 14

equity sensitivity

Front 15

the perceived fairness of how resources and rewards are distributed

Back 15

distributive justice

Front 16

the perceived fairness of the process and procedures used to make allocation decisions

Back 16

procedural justice

Front 17

extent to which people feel fairly treated when procedures are implemented

Back 17

interactional justice

Front 18

holds that people are motivated to behave in ways that produce valued outcomes

Back 18

expectancy theory

Front 19

belief that effort leads to a specific level of performance

Back 19

expectancy

Front 20

a performance outcome perception

Back 20

instrumentality

Front 21

the value of a reward or outcome

Back 21

valence

Front 22

what an individual is trying to accomplish

Back 22

goal

Front 23

the amount of effort required to meet a goal

Back 23

goal difficulty

Front 24

quantifiability of a goal

Back 24

goal specificity

Front 25

amount of commitment to achieving a goal

Back 25

goal commitment

Front 26

changing the content or process of a specific job to increase job satisfaction and performance

Back 26

job design

Front 27

using research and experimentation to find the most efficient way to perform a job

Back 27

scientific management

Front 28

putting more variety into a job

Back 28

job enlargement

Front 29

moving employees from one specialized job to another

Back 29

job rotation

Front 30

building achievement, recognition, stimulating work, responsibility, and advancement into a job

Back 30

job enrichment

Front 31

motivation caused by positive internal feelings

Back 31

intrinsic motivation

Front 32

job characteristics found to various degrees in all jobs

Back 32

core job dimensions

Front 33

continuous cycle of improving job performance with goal setting, feedback and coaching, and rewards and positive reinforcement

Back 33

performance management

Front 34

targets a specific end result

Back 34

performance outcome goal

Front 35

encourages learning, creativity, and skill development

Back 35

learning goal

Front 36

management system incorporating participating in decision making, goal setting, and feedback

Back 36

management by objectives

Front 37

objective information about performance

Back 37

feedback

Front 38

subordinates evaluate their boss

Back 38

upward feedback

Front 39

comparison of anonymous feedback from ones superior, subordinates, and peers with self perceptions

Back 39

360 degree feedback

Front 40

financial, material, or social rewards from the environment

Back 40

extrinsic rewards

Front 41

self granted, psychic rewards

Back 41

intrinsic rewards

Front 42

pay for performance

Back 42

pay for performance

Front 43

linking pay to teamwork behavior and or team results

Back 43

team based pay

Front 44

behavior with favorable consequences is repeated, behavior with unfavorable consequences disappears

Back 44

law of effect

Front 45

skinners term for unlearned stimulus response reflexes

Back 45

respondent behavior

Front 46

skinners term for learned, consequence shaped behavior

Back 46

operant behavior

Front 47

making behavior occur more often by contingently presenting something positive

Back 47

positive reinforcement

Front 48

making behavior occur more often by contingently withdrawing something negative

Back 48

negative reinforcement

Front 49

making behavior occur less often by contingently presenting something negative or withdrawing something positive

Back 49

punishment

Front 50

making behavior occur less often by ignoring or not reinforcing it

Back 50

extinction

Front 51

reinforcing every instance of a behavior

Back 51

continuous reinforcement

Front 52

reinforcing some but not all instances of behavior

Back 52

intermittent reinforcement

Front 53

reinforcing closer and closer approximations to a target behavior

Back 53

shaping