Mgt 3310-Chapter 12-Motivating Employees

Front 1

Motivation

Back 1

The psychological processes that arouse and direct goal-directed behavior

Front 2

Extrinsic reward
Praises form other

Back 2

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

Front 3

Intrinsic reward
Self-Esteem

Back 3

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

Front 4

Need
4 Content Theories

Back 4

Physiological or psychological deficiencies that arouse behavior

Front 5

Maslow, Herzberg, ERG and McClelland

Back 5

What Four needs based theorists are mentioned in chap 12.
ERG-Existence,Relatedness and Growth

Front 6

Hierarchy of needs theory

Back 6

This theory proposes that people are motivated by FIVE LEVELS of NEEDS

Front 7

Physiological needs

Back 7

Most Important, Lower order, externally and Existence
Eat/Sleep/Sex

Front 8

Safety needs

Back 8

Lower order, externally and Existence
physical safety, emotional security, avoidance of violence

Front 9

Belongingness needs

Back 9

Higher order, internally, relatedness and social
The need for love, friendship

Front 10

Esteem needs

Back 10

Higher order, internally, relatedness
self-respect, reputation, recognition, and self-confidence

Front 11

Self-actualization needs

Back 11

Higher order, internally, Growth
self-fulfillment, increasing competence

Front 12

Hygiene factors
External

Back 12

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

Front 13

Motivating factors
Internal

Back 13

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.

Front 14

McClelland's Acquired needs theory

Back 14

Theory which states that three needs – achievement, affiliation and power – are major motives determining people’s behavior in the workplace

Front 15

Need for achievement

Back 15

The desire to excel, to do something better or more efficiently, to solve problems, to achieve excellence in challenging tasks

Front 16

Need for affiliation
Social

Back 16

This is the desire for friendly and warm relations with other people

Front 17

Need for power
Leaders

Back 17

This is the desire to be responsible for other people, to influence their behavior or to control them

Front 18

High need for achievement

Back 18

If you are happy with accomplishment of a task being its own reward, don’t mind or even prefer working alone, and are willing to take moderate risks, then you probably have a high what?

Front 19

Process perspectives

Back 19

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

Front 20

Expectancy theory, equity theory and goal-setting theory

Back 20

What are the three process perspectives on motivation

Front 21

Expectancy theory
Fairness

Back 21

Effort-Performance
Performance-Outcomes

Front 22

Valence

Back 22

Value what the reward is
The importance a worker assigns to the possible outcome or reward

Front 23

Equity theory
inputs and outcomes

Back 23

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

Front 24

Inputs

Back 24

This refers to the time, effort, training, experience and intelligence that people perceive they give to an organization

Front 25

Outputs or Rewards

Back 25

The rewards that people receive from an organization such as pay, benefits, praise, recognition, bonuses and promotions.

Front 26

Perception

Back 26

The most important result of research on equity theory is that: no matter how fair managers think the organization’s policies, procedures, and reward system are, each employee’s ______ of those factors is what counts

Front 27

Goal-setting theory

Back 27

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

Front 28

Reinforcement

Back 28

Anything that causes a given behavior to be repeated or inhibited

Front 29

Positive reinforcement

Back 29

The use of positive consequences to encourage desirable behavior

Front 30

Avoidance Learning

Back 30

The removal of unpleasant consequences following a desired behavior

Front 31

Extinction

Back 31

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

Front 32

Punishment

Back 32

The application of negative consequences to stop or change undesirable behavior