Whitman Buad 300 Chapter 13

Front 1

Motivation

Back 1

Psychological forces that determine the direction of a person's behavior in an organization, a person's level of effort, and a person's level of persistence.

Front 2

Intrinsically motivated behavior

Back 2

Behavior that is performed for its own sake.

Front 3

Extrinsically motivated behavior

Back 3

Behavior that is performed to acquire material or social rewards or to avoid punishment.

Front 4

Outcome

Back 4

Anything a person gets from a job or organization.

Front 5

Input

Back 5

Anything a person contributes to his or her job or organization.

Front 6

Expectancy theory

Back 6

The theory that motivation will be high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes.

Front 7

Expectancy

Back 7

In expectancy theory, a perception about the extent to which effort results in a certain level of performance.

Front 8

Instrumentality

Back 8

In expectancy theory, a perception about the extent to which performance results in the attainment of outcomes.

Front 9

Valence

Back 9

In expectancy theory, how desirable each of the outcomes available from a job or organization is to a person.

Front 10

Need

Back 10

A requirement or necessity for survival and well-being.

Front 11

Need theories

Back 11

Theories of motivation that focus on what needs people are trying to satisfy at work and what outcomes will satisfy those needs.

Front 12

ERG theory

Back 12

The theory that three universal needs—existence, relatedness, and growth—constitute a hierarchy of needs and motivate behavior. Alderfer proposed that needs at more than one level can be motivational at the same time.

Front 13

Herzberg's motivator-hygiene theory

Back 13

A need theory that distinguishes between motivator needs (related to the nature of the work itself) and hygiene needs (related to the physical and psychological context in which the work is performed) and proposes that motivator needs must be met for motivation and job satisfaction to be high.

Front 14

Need for achievement

Back 14

The extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence.

Front 15

Need for affiliation

Back 15

The extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having other people around them get along with one another.

Front 16

Need for Power

Back 16

The extent to which an individual desires to control or influence others.

Front 17

Equity theory

Back 17

A theory of motivation that focuses on people's perceptions of the fairness of their work outcomes relative to their work inputs.

Front 18

Equity

Back 18

The justice, impartiality, and fairness to which all organizational members are entitled.

Front 19

Inequity

Back 19

Lack of Fairness

Front 20

Underpayment inequity

Back 20

The inequity that exists when a person perceives that his or her own outcomeinput ratio is less than the ratio of a referent.

Front 21

Overpayment inequity

Back 21

The inequity that exists when a person perceives that his or her own outcome-input ratio is greater than the ratio of a referent.

Front 22

Goal-setting theory

Back 22

A theory that focuses on identifying the types of goals that are most effective in producing high levels of motivation and performance and explaining why goals have these effects.

Front 23

Learning theories

Back 23

Theories that focus on increasing employee motivation and performance by linking the outcomes that employees receive to the performance of desired behaviors and the attainment of goals.

Front 24

Learning

Back 24

A relatively permanent change in knowledge or behavior that results from practice or experience.

Front 25

Operant conditioning theory

Back 25

The theory that people learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead to undesired consequences.

Front 26

Positive reinforcement

Back 26

Giving people outcomes they desire when they perform organizationally functional behaviors.

Front 27

Negative reinforcement

Back 27

Eliminating or removing undesired outcomes when people perform organizationally functional behaviors.

Front 28

Extinction

Back 28

Curtailing the performance of dysfunctional behaviors by eliminating whatever is reinforcing them.

Front 29

Punishment

Back 29

Administering an undesired or negative consequence when dysfunctional behavior occurs.

Front 30

Organizational behavior modification

Back 30

The systematic application of operant conditioning techniques to promote the performance of organizationally functional behaviors and discourage the performance of dysfunctional behaviors.

Front 31

Social learning theory

Back 31

A theory that takes into account how learning and motivation are influenced by people's thoughts and beliefs and their observations of other people's behavior.

Front 32

Vicarious learning

Back 32

Learning that occurs when the learner becomes motivated to perform a behavior by watching another person perform it; also called observational learning.

Front 33

Self-reinforcer

Back 33

Any desired or attractive outcome or reward that a person gives to himself or herself for good performance.

Front 34

Self-efficacy

Back 34

A person's belief about his or her ability to perform a behavior successfully.

Front 35

Merit pay plan

Back 35

A compensation plan that bases pay on performance.

Front 36

Employee stock option

Back 36

A financial instrument that entitles the bearer to buy shares of an organization's stock at a certain price during a certain period of time or under certain conditions.