Mgmt Chapter 12

Front 1

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

Back 1

acquired needs theory

Front 2

Cash awards given to employees who achieve specific performance objectives.

Back 2

bonuses

Front 3

Theories that emphasize the needs that motivate people.

Back 3

content perspectives

Front 4

A heightened emotional connection to an organization that influences an employee to exert greater discretionary effort at work.

Back 4

employee engagement

Front 5

In the area of employee motivation, the focus on how employees perceive how fairly they think they are being treated compared to others.

Back 5

equity theory

Front 6

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

Back 6

ERG theory
(Clayton Alderfer)

Front 7

The belief that a particular level of effort will lead to a particular level of performance.

Back 7

expectancy

Front 8

Theory suggests people are motivated by two things. How much they want something and how likely they think they are to get it.

Back 8

expectancy theory

Front 9

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

Back 9

extinction

Front 10

The payoff, such as money, that a person receives from others for performing a particular task.

Back 10

extrinsic reward

Front 11

The distribution of savings or "gains" to groups of employees who reduce costs and increase measurable productivity.

Back 11

gainsharing

Front 12

Employee-motivation approach that employees can be motivated by goals that are specific and challenging but achievable

Back 12

goal-setting theory

Front 13

hierarchy of needs theory

Back 13

Maslow
1) physiological
2) safety
3) love
4) esteem
5) self-actualization

Front 14

Factors associated with job dissatisfaction -- such as salary, working conditions, interpersonal relationships, and company policy-- all of which affect the job context or environment in which people work.

Back 14

hygiene factors

Front 15

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

Back 15

instrumentality

Front 16

The satisfaction, such as a feeling of accomplishment, a person receives from performing a task.

Back 16

intrinsic reward

Front 17

The job design model that 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.

Back 17

job characteristics model

Front 18

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

Back 18

job design

Front 19

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

Back 19

job enlargement

Front 20

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

Back 20

job enrichment

Front 21

The process of reducing the number of tasks a worker performs.

Back 21

job simplification

Front 22

Factors associated with job satisfaction-- such as achievement, recognition, responsibility, and advancement-- all of which affect the job content or the rewards of work performance.

Back 22

motivating factors

Front 23

Psychological processes that arouse and direct goal-directed behavior.

Back 23

motivation

Front 24

Physiological or psychological deficiencies that arouse behavior.

Back 24

needs

Front 25

Removal of unpleasant consequences following a desired behavior.

Back 25

negative reinforcement

Front 26

Situation in which employees' pay is tied to the number of job-relevant skills they have or academic degrees they earn.

Back 26

pay for knowledge

Front 27

Situation in which an employee's pay is based on the results he achieves.

Back 27

pay for performance

Front 28

Pay based on how much output an employee produces.

Back 28

piece rate

Front 29

The use of positive consequences to encourage desirable behavior.

Back 29

positive reinforcement

Front 30

Theories of employee motivation concerned with the thought processes by which people decide how to act: expectancy theory, equity theory, and goal-setting theory.

Back 30

process perspectives

Front 31

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

Back 31

profit sharing

Front 32

The application of negative consequences to stop or change undesirable behavior.

Back 32

punishment

Front 33

Anything that causes a given behavior to be repeated or inhibited; the four types are positive, negative, extinction, and punishment.

Back 33

reinforcement

Front 34

The belief that behavior reinforced by positive consequences tends to be repeated, whereas behaviors reinforced by negative consequences tends not to be repeated.

Back 34

reinforcement theory

Front 35

The percentage of a company's earnings as the result of a salesperson's sales that is paid to that salesperson.

Back 35

sales commission

Front 36

The right to buy a company's stock at a future date for a discounted price; often a benefit given to key employees.

Back 36

stock options

Front 37

Herzberg's theory that proposes that work satisfaction and dissatisfaction arise from two different work factors-- work satisfaction from so-called motivating factors and work dissatisfaction from so-called hygiene factors.

Back 37

two-factor theory

Front 38

The value or the importance a worker assigns to a possible outcome or reward.

Back 38

valence