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33 Cards in this Set
- Front
- Back
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motivation |
the psychological processes that arouse and direct goal-directed behavior |
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extrinsic rewards |
payoff a person receives from others for performing a particular task |
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intrinsic rewards |
satisfaction a person receives from performing the particular task itself |
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you want to motivate people to: |
join the organization, stay with the organization, show up for work, be engaged |
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content perspectives |
theories that emphasize the needs that motivate people |
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needs |
physiological or psychological deficiencies that arouse behavior |
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hierarchy of needs triangle |
physiological, safety, love, esteem, self-actualization |
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ERG theory |
assumes that three basic needs influence behavior-existence, relatedness, and growth |
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existence needs |
desire for physiological and material well-being |
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relatedness needs |
desire to have meaningful relationships with people who are significant to us |
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growth needs |
desire to grow as human beings and to use our abilities to their fullest potential |
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acquired needs theory |
states that three needs- achievement, affiliation, and power- are major motives determine peoples behavior in workplace |
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need for achievement |
desire to achieve excellence in challenging tasks |
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needs for affiliation |
desire for friendly and warm relations with other people |
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need for power |
desire to be responsible for or control other people |
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Two-Factor Theory |
proposed that work satisfaction and dissatisfaction arise from two different factors- work satisfaction from so-called motivating factors and work dissatisfaction from so-called hygiene factors. |
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hygiene factors |
factors associated with job dissatisfaction which affect the job context in which people work |
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motivating factors |
factors associated with job satisfaction which affect the job content or the rewards of work performance |
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equity theory |
focuses on employee perceptions as to how fairly they think they are being treated compared to others. Inputs, outputs, comparison. |
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expectancy theory |
suggests that people are motivated by two things: how much they want something and how likely they think they are to get it |
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expectancy |
belief that a particular level of effort will lead to a particular level of performance |
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instrumentality |
expectation that successful performance of the task will lead to the desired outcome |
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valence |
the value a worker assigns to an outcome |
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goal-setting theory |
goals should be specific, challenging, linked to action plans, be effective, enhances goal attainment |
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job design |
division of an organizations work among its employees and the application of motivational theories to jobs to increase satisfaction and performance. |
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reinforcement theory |
attempts to explain behavior change by suffusing that behavior with positive consequences tends to be repeated, whereas behavior with negative consequences tends not to be repeated. |
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positive reinforcement |
use of positive consequences to encourage disable behavior |
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negative reinforcement |
process of strengthening a behavior by withdrawing something negative |
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types of reinforcement |
extinction, punishment, positive and negative reinforcement. |
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extinction |
weakening of behavior by ignoring it or making sure it is not reinforced.
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punishment |
process of weakening behavior by presenting something negative or withdrawing something positive |
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popular incentive compensation plans |
piece rate, sales commission, bonuses, gainsharing, stock options. |
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non monetary ways of motivating |
flexible workplace, thoughtfulness, work-life benefits, surroundings |
