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Management Chap-16
Robbins & Coulter 11th Edition
| Question | Answer |
|---|---|
| Motivation | the process by which a person's efforts are energized, directed, and sustained toward attaining a goal |
| Hierarchy of Needs Theory | Maslow's theory that human needs (physiological, safety, social, esteem, and self actualization) for a sort of hierarchy |
| Physiological Needs | a person's needs for food, drink, shelter, sexual satisfaction, and other physical needs |
| Safety Needs | a person's needs for security and protection from physical and emotional harm |
| Social Needs | a person's needs for affection, belongingness, acceptance, and friendship |
| Esteem Needs | a person's needs for internal factors such as self-respect, autonomy, and achievement, and external factors such as status, recognition, and attention |
| Self- Actualization Needs | a person's need to become what he or she is capable of becoming |
| Theory X | the assumption that employees dislike work, are lazy, avoid responsibility, and must be coerced to perform |
| Theory Y | the assumption that employess are creative, enjoy work, seek responsibility, and can exercise self-direction |
| Two-Factor Theory (Motivation/Hygiene) Theory | the motivation that intrinsicfactors are related to job satisfactionand motivation, whereas extrinsic factors are associated with job dissatisfaction |
| Hygiene Factors | factors that eliminate job dissatisfaction, but don't motivate |
| Motivators | factors that increase job satisfaction and motivation |
| Three-Needs Theory | the motivation theory that says three acquired(not innate) needs( achievement, power, and affiliation) are major motives in work |
| Need for Achievement (nAch) | the drive to succeed and excel in relation to a set of standards |
| Need for Power ( nPow) | the need to make others behave in a way that they would not have behaved otherwise |
| Need for Affiliation ( nAff) | the desire for friendly and close interpersonal relationships |
| Goal- Setting Theory | the proposition that specific goals increase performance and that difficult goals, when accepted, result in higher performance than do easy goals |
| Self-efficacy | an individuals needs that he or she is capable of performing a task |
| Reinforcement Theory | the theory that behavior is a function of its consequences |
| Reinforcers | consequences immediately following a behavior, which increase the probability that the behavior will be repeated |
| Job Design | the way tasks are combined to form complete jobs |
| Job Scope | the number of different tasks required in a job and the frequency with which those tasks are repeated |
| Job Enlargement | the horizaontal expansion of a job by increasing job scope |
| Job Enrichment | the vertical expansion of a job by adding planning and evaluating reponsibilities |
| Job Depth | the degree of control employees have over their work |
| Job Characteristics Model (JCM) | a framework for analyzing and designing jobs that identifies five primary core job dimensions, their interrelationships, and their impact on outcomes |
| Skill Variety | the degree to which a job requires a variety of activities so that an employee can use a number of different skills and talents |
| Task Identity | the degree to which a job requires completion of a whole and identifiable piece of work |
| Task Significance | the degree to which a job has a substantial impact on the lives or work of other people |
| Autonomy | the degree to which a job provides substantial freedon, independence, and discretion to the individual in scheduling work and determinin the procedures to be used in carrying it out |
| Feedback | the degree to which carrying out work activities required by a job results in the individual's obtaining direct and clear information about his or her performance effectiveness |
| Relational Perspective of Work Design | an approach to job design that focuses on how people's tasks and jobs are increasingly based on social relationships |
| Proactive Perspective of Work Design | an approach to job design in which employees take the initiative to change how their work is performed |
| High Involvement Work Practices | work practices designed to elicit greater input or involvement from workers |
| Equity Theory | the theory that an employee compares his or her job's input-outcomes ration with that of relevant others and then corrects any inequity |
| Referents | the persons, systems, or selves against which individuals compare themselves to assess equity |
| Distributive Justice | perceived fairness of the amount and allocation of rewards among individuals |
| Procedural Justice | perceived fairness of the process used to determine the distribution of rewards |
| Expectancy Theory | the theory that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual |
| Open-Book Management | a motivational approach in which an organization's financial statements( the books) are shared with all employees |
| Employee Recognition Programs | personal attention and expressing interest approval and appreciation for a job well done |
| Pay-For-Performance programs | variable compensation plans that pay employees on the basis of some performance measure |
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