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58 Cards in this Set
- Front
- Back
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Forces coming from within a person that account, in part, for the willfull direction, intensity, and persistance of the person's efforts toward achieving specific goals that are not due to ability or to environmental demands
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motivation
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maslow's theory stating that people are motivated by their desire to satisfy specific needs, and that needs are arranged in a hierchy with physiological needs at the bottom and self-actualization needs at the top. people need to satisfy needs at lower levels before being motivated by needs at higher level
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hierchy of needs
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ERG theory
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Alderfer's theory that states that people are motivated by three hierarchically ordered types of needs:
Existence Relatedness Growth Usually people must satisfy needs at the lower levels before being motivated by higher needs. however, frustration at higher levels can lead people to being motivated by lower level needs |
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the need to behave toward competition with a standard of excellence
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need for achievement
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the need to be liked and to stay on good terms with most other people
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need for affiliation
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the desire to influence people and events
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need for power
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two-factor theory
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herzbergs motivation theory which states that job satisfaction and dissatisfaction are not opposite ends of the same continuum but are independent states and that different factors affect satisfaction and dissatisfaction
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job factors that can increase a job satisfaction but not a dissatisfaction
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motivators
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job factors that can lead to job dissatisfaction but not satisfaction
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hygienes
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expectancy theory
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Vrooms theory which states that motivation is the function of an individuals expectancy that effort will lead to performance, instrumentality judgement that performance will lead to certain outcomes, and valence of outcomes
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the subjective probability that effort will lead to performance
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expectancy
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the subjective probability that a given level of performance will lead to certain outcomes
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instrumentality
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an individuals expected satisfaction associated with each outcome resulting from performance
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valence
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equity theory
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a motivation theory which states that motivation is based on a persons assessment of the ratio of the outcomes or rewards (pay,status) he recieves for input on the job (effort, skills) compared with the same ratio for a comparison other.
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the degree to which people think the procedures used to determine outcomes are fair
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procedural justice
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goal-setting theory
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a motivation theory which posits that difficult and specific goals increase human performance because they affect effort, persistence, and direction of behavior
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the process of making a job more motivating by adding to a job additional tasks with similar complexity to the current tasks. the added tasks offer more variety and may require the use of different skills
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job enlargement
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the process of making a job more motivating by increasing responsibility
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job enrichment
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a feeling of tension that occurs when a person assesses that a given situation is about to exceed his or her ability to cope and consequently will endanger his or her well-being
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stress
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the feeling that ones capabilities, resources, or needs do not match the demands of the job
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job stress
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stress that results when people consider situations difficult or impossible to deal with
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emotional stress
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the bodys reaction to certain physical stressors
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physiological stress
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a short term stress reaction to an immediate threat
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acute stress
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a long term stress reaction resulting from ongoing situations
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chronic stress
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an unconscious mobilization of energy resources that occurs when the body encounters a stressor
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stress response
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positive stress that results from meeting challenges and difficulties with the expectation of achievement
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eustress
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negative stress; often referred to simply as stress
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dystress
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model stating that experienced stress is a function of both job demands and job control. stress is highest when demands are high but associates have little control over the situation
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demand control model
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environmental conditions that cause individuals to experience stress
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stressors
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a situation in which different roles lead to conflicting expectations
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role conflict
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a situation in which associates are unclear about the goals, expectations, and/or requirements of their jobs
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role ambiguity
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a personality type characterized by competitiveness, aggressiveness, and impatience
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type A
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a personality type characterized by a strong internal commitment to activities, an internal locus of control, and challenge seeking
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hardiness
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a condition of physical or emotional exhaustion generally brought about by stress; associates experiencing burnout show various symptoms, such as constant fatigue, lack of enthusiasm for work, and increasing isolation from others
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burnout
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a theory holding that leaders are born, not made, and that the traits necessary to make a person an effective leader are inherited
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"great man" theory of leadership
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a leadership behavioral style that emphasizes employee tasks and the methods used to accomplish them
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job-centered leadership style
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a leadership behavioral style that emphasizes employees' personal needs and the development of interpersonal relationships
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employee-centered leadership style
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a leadership behavioral style demonstrated by leaders who express friendship, develop mutual trust and respect, and have strong interpersonal relationships with subordinates
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consideration
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a leadership behavior style demonstrated by leaders who establish well-defined interpersonal relationships with patterns of organiztion and communication, define procedures, and delineate their relationships with subordinates
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initiating structure
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blake and moutons classification of leadership styles based on a combination of concern for people and concern for production
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managerial grid
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one of the two dimensions of leadership behavior of the managerial grid, similar to the behavioral styles of consideration and employee centered leadership
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concern for people
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one of the two dimensions of leadership behavior of the managerial grid; similar to the behavioral styles of initiating structure and job-centered leadership
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concern for production
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a theory of leadership that posits that the effectiveness of a leader depends on the interaction of his style of behavior with certain characteristics of the situation
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fiedler's contingincy theory of leadership effectiveness
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a questionnaire used with fiedlers model of leadership effectiveness to assess leadership style in terms of how task-oriented or relationship oriented a leader is
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esteem for the least preferred co-worker questionnaire
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a situational characteristic in fiedler's contingency model that refers to the amount of respect and support subordinates have for a leader
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leader-member relations
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a situational characteristic in fiedlers contingency model that refers to the degree to which tasks are simplified and easy for the group to understand
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task structure
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a situational characteristic in fiedlers contingency model that refers to the degree to which the leader can reward, punish, promote, or demote employees in the group
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position power
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a theory of leadership, based on expectancy theory, which states that leader effectiveness depends on the degree to which a leader can enhance the performance expectancies and valences of her subordinates
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path-goal theory of leadership
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leadership behavior characterized by providing guidelines, letting subordinates know what is expected from them, setting definite performance standards, and controlling behavior to ensure adherence to rules
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directive leadership
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leadership behavior characterized by friendliness and concern for subordinates wellbeing, welfare and needs
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supportive leadership
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leadership behavior characterized by setting challenging goals and seeking to improve performance
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achievement oriented leadership
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leadership behavior characterized by sharing information, consulting with subordinates, and emphasizing group decision making
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participative leadership
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leadership behavior characterized by actions intended to maintain good rapport between the leader and his superior and to influence the superior to act favorably on behalf of the leaders group members
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upward influencing leadership
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a leadership style that is based on the exchange relationship between subordinates and the leader. these leaders are characterized by displaying contingent reward behavior and active management-by-exception behavior
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transactional leadership
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a leadership style that involves motivating followers to do more than expected, to continuously develop and grow, to develop and increase their level of self-confidence, and to place the interests of the team or organization before thier own. these leaders display charisma intellectually stimulate thier subordinates, and provide individual consideration of subordinates
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transformational leadership
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a leader's ability to inspire emotion and passion in her followers and to cause them to identify with the leader
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charisma
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a model holding that because women often experience lack of power, lack of respect, and certain stereotypic expectations, they develop leadership styles different from those of men
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structural-cultural model
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a model proposing that all leaders in a particular organization will display similar leadership styles, since all have been selected and socialized by the same organization
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socialization model
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