Mgmt 320 Exam 3

Front 1

Maslow's hierarchy of needs theory

Back 1

people are motivated by 5 levels of needs:

1. physiological

2. safety

3. Love

4. esteem

5. self actualization

Front 2

Alder's ERG Theory

Back 2

3 basic needs influence behavior:

1. extistence

2. relatedness

3. growth

Front 3

McClelland's acquired needs theory

Back 3

achievement, affiliation, and power are major motives determining people's behavior in the workplace

Front 4

Herzberg's two factor theory

Back 4

work satisfaction/dissatisfaction arise from motivating factors and dissatisfaction from hygiene factors

Front 5

equity theory

Back 5

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

Front 6

expectancy theory

Back 6

suggests that people are motivated by 2 things:

1. how much they want something

2. how likely they think they are to get it

Front 7

goal-setting theory

Back 7

employees can be motivated by goals that are specific and challenging but achievable

Front 8

reinforcement theory

Back 8

attempts to explain behavior change by suggesting that behavior with positive consequences tend to be repeated, where as behavior with negative consequences tend not to be repeated

Front 9

job context

Back 9

environment of work

Front 10

positive reinforcement

Back 10

strengthening behavior by administering rewards of positive outcomes after a desired behavior is performed

Front 11

negative reinforcement

Back 11

strengthening behavior by making it clear that there will be unpleasant consequences if the behavior is not performed

Front 12

punishment

Back 12

weakening undesired behaviors by administering negative outcomes or unpleasant consequences when the behavior is performed

Front 13

extinction

Back 13

weakening undesired behavior by ignoring or not reinforcing them

Front 14

negative inequity

Back 14

feeling like you are being treated less fairly than other coworkers

Front 15

positive inequity

Back 15

feeling like you are being treated more fairly than other coworkers

Front 16

expectancy

Back 16

the belief that work efforts will result in performance

Front 17

instrumentality

Back 17

belief that performance will result in rewards

Front 18

valence

Back 18

perceived value of the reward

Front 19

operant behavior modifications

Back 19

operant behavior can be modified through a process of reinforcement based on the law of effects

Front 20

reinforcement process

Back 20

behavior can be changed through positive factors or negative factors

Front 21

law of effects

Back 21

behavior that results in a pleasant outcome is likely to be repeated, behavior that results in an unpleasant outcome is not likely to be repeated

Front 22

direct compensation

Back 22

financial or non financial. ex: salary or vehicle

Front 23

indirect compensation

Back 23

vacation days, health insurance. fringe benefits

Front 24

pay for performance

Back 24

bases pay on one's results

Front 25

piece rate

Back 25

employees are paid according to how much output they produce

Front 26

sales commission

Back 26

sales represenatives are paid a percentage of the earnings the company made from their sales

Front 27

bonuses

Back 27

cash given to employees who achieve specific performance objectives

Front 28

profit sharing

Back 28

distribution to employees of a percentage of the company profits

Front 29

gainsharing

Back 29

distribution of savings to groups of employees who reduced cost and increased measurable productivity

Front 30

stock options

Back 30

certain employees are given the right to buy stock at a future date for discounted prices

Front 31

pay for knowledge

Back 31

ties employee pay to the number of job-relevant skills or academic degrees they earn

Front 32

leadership

Back 32

the ability to influence employees to voluntarily pursue organizational goals using power to influence thinking of people into desired directions

Front 33

reward power

Back 33

power that results from manager's authority to reward their subordinates

Front 34

coercive power

Back 34

results from managers' authority to punish their subordinates

Front 35

authority

Back 35

the right to perform or command

Front 36

expert power

Back 36

resulting from one's specialized information or expertise

Front 37

referent power

Back 37

power deriving from one's personal attraction

Front 38

path-goal leadership theory

Back 38

the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths that will help them achieve those goals and providing them with support

Front 39

transactional leadership

Back 39

focusing on clarifying employees roles and task requirements and providing rewards and punishments contingent on performance

Front 40

transformational leadership

Back 40

transforms employees to pursue organizational goals over self-interests

Front 41

servant leadership

Back 41

focuses on providing increased service to others-meeting the goals of both followers and the organization-rather than to oneself