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46 Cards in this Set

  • Front
  • Back
Motivation
Concerns the conditions responsible for variations in intensity, persistence, quality and direction of ongoing behavior
Instinckt
Inborn tendency that is though to direct behavior
Need
Internal motivation that is thought to be inborn and universally present in humans
Drive
Non-human equivalent of "motive" and "need"
Behaviorist approach
Approach developed by B.F. Skinner that placed the emphasis for behavior and directed activity directly on the environment rather than on any internal needs or instincts
Field Theory
Approach developed by Kurt Lewin, who proposed that various forces in the psychological environment interacted and combined to yield a final course of action
Group Dynamics
Field that grew out of the application of Kurt Lewin's field theory to industry
Person-as-machine
Metaphor that suggest that people's behaviors/actions are reflexive and involuntary and are performed without conscious awareness
Person-as-Godlike
Metaphor that suggest that people are perfectly rational and intentional rather than automatic and reflexive
Person-as-Scientist
Metaphor that suggests that people are active information-gathers and analysts who seek knowledge and understanding as a way of mastering their environment
Limited Rationality
The inability of humans to reason and make decisions in perfectly rational ways
person-as-judge
Metaphor in which an individual seeks information about the extent to which the person and others are perceived as responsible for positive and negative events. The person looks for evidence of intention in the acts of others and considers those intentions in choosing a personal course of action
Work-Life Balance
area of research that investigates whether the satisfaction that one experiences at work is in part affected by the satisfaction that one experiences in non-work and vice-versa, particularly to the extent that one environment has demands that conflict with the other
Attitudes
Relatively stable feelings or beliefs that are directed toward specific persons, groups, ideas, jobs, or other other objects
Two-factor theory
Theory proposed by Herzberg taht suggested that there were really two basic needs, not five as suggested by Maslow, and that they were not so much hierarchically arranges as independent of one another
Hygiene needs
lower-level needs described in Herberg's two Factor theory. Herzberg proposed that meeting these needs would eliminate dissatisfaction, but would not result in motivated behavior or a state of positive satisfaction
Motivator needs
Higher-level needs described in Herzher's Two factor Theory. Herzberg proposed that meeting such needs resulted in the expenditure of effort as well as satisfaction
Motivator needs
Higher-level needs described in Herzher's Two factor Theory. Herzberg proposed that meeting such needs resulted in the expenditure of effort as well as satisfaction
Erg Theory
Theory of human needs proposed by Alderfer who suggested that human needs are best thought of as arranged in three levels: "existence", "relatedness", and "growth"
Reinforcement Theory
Theory that proposed that behavior depends on three simple elements: stimulus, response , and reward. Proposed that if a response in the presence of a particular stimulus is rewarded (i.e., reinforced), that response is likely to occur again in the presences of that stimuluts
Contingent Reward
System in which reward depends on a particular response
Intermittent Reward
System in which only a portion of correct responses are rewarded
Continuous Reward
System in which a reward is presented every time a corect response occurs
Path-Goal Theory of Motivation
First formal work motivation theory to suggest that people weighed options before choosing among them was the path Goal theory of Georgopolous, Mahoney, and Jones (1957). Reasoned that if a worker say high productivity as a path to the goal of desired rewards or personal goals, that worker would likely be a high producer
Vie Theory
Motivation theory that assumed that individuals rationally estimate the relative attractiveness and unattractiveness of different rewards or outcomes (valence), the probability that performance will lead to particular outcomes or rewards (instrumentality), and the probability that effort will lead to performance (expectancy).
Valence
The strength of a person's preference for a particular outcome
Instrumentality
The perceived relationship between performance and the attainment of a certain outcome
Expectancy
An individual's belief that a particular behavior (e.g. effort, hard work) will lead to a particular outcome (e.g., a promotion)
Dissonance theory
Theory suggested by Festinger that observed that tension exists when individuals hold "dissonant cognitions" (incompatible thoughts). This approach assumes that individuals always seek some sense of "balance" (i.e., absence of tension) and that they will direct their behavior toward reducing the tension resulting from dissonant cognitions
Equity theory
Motivational theory developed by Adams that suggested that individuals look at their world in terms of comparative inputs and outcomes. Individuals compare their inputs and outcomes with others (e.g. peers, co-workers) by developing an input/outcome ratio.
Inputs
The training, effort, skills, and abilities that employees bring to or invest in their work
Outcomes
The compensation, satisfaction, and other benefits employees derive from their work
Comparison other
A co-worker or idealized other person to which the individual compares him or herself in determining perceived equity
Outcome/Input Ratio
Ratio that results when employees compare their inputs and outcomes to those others (e.g. peers, co-workers) to determine if they are being treated equitably.
Person-as-Intentional Approach
Motivational approach that assumes that individuals are intentional in their behvaior
Goal Setting Theory
Theory proposed by Locke and colleagues in which the general concept of a goal is adapted to work motivation. In this approach, a goal is seen as a moivtional force, and individuals who set specific, difficult goals perform better than individuals who simply adopt a "do your best" goal or no goal at all.
Feedback Loop
Connection between knowledge of results and the intermediate states that occur between goal commitment and performance
Control Theory
Theory based on the principle of a feedback loop that assumes that an individual compares a standard to actual outcome and adjusts behavior to bring the outcome into agreement with the standard
Self-regulation
Process by which individuals take in information about behavior, and make adjustments or changes based on that information. These changes, in turn, affect subsequent behavior.
Self-efficacy
The belief in one's capability to perform a specific task or reach a specific goal
Action Theory (rubicon theory)
Theory that includes braod consideration of the role of intention in motivated behavior as well as the connection between intention and action
Action Process
Process that starts with a goal, proceeds to a consideration of events that may occur in the future, then to the development of several alternative plans, the selection of a plan, the execution and monitoring of the chosen plan, and the processing of information resulting from the execution of the plan. The last step, feedback, then influences goal development once again
Action Structure
Structure that includes the notion that 1) observable action is the result of a number of prior events and plans, hierarchically, arranged and 2) the feedback and resulting regulation of actions occur at different levels
Motivational Trait Questionnaire (MTQ)
A 48 item questionnaire that provides a standardized method of assessing six distinct aspects of general performance motivation
Job enrichment
A motivational approach that involves increasing the responsibility and interest level of jobs in order to increase the motivation and job satisfaction of employees performing those jobs
ProMES
The Productivity Measurement and Enhancement System. A motivational approach that utilized goal setting, rewards, and feedback to increase motivation and performance.