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Management Chapter 7

Terms from Supervisory Management Chapter 7

Motivation Willingness to work to achieve the organization's objectives
Intrinsic motivation Behavior an individual produces because of the pleasant experiences associated with the behavior itself
Extrinsic motivation Behavior performed not for its own sake, but for the consequences associated with it. The consequences can include pay, benefits, job security, and working conditions.
Hierarchy of needs Arrangement of people's needs in a hierarchy, or ranking of importance
Physiological or biological needs The need for food, water, air, and other physical necessities
Safety or security needs The need for protection from danger, threat, or deprivation
Social or belonging needs The need for belonging, acceptance by colleagues, friendship, and love
Ego or esteem needs The need for self-confidence, independence, appreciation, and status
Self-fulfillment or self-actualization needs The need concerned with realizing one's potential, self-development, and creativity
Dissatisfier or hygiene factors Factor employees said most affected them negatively or dissatisfied them about their job, including low pay, low benefits, and unfavorable working conditions
Satisfier or motivator factors Factors employees said turned them on about their job, such as recognition, advancement, achievement, challenging work, and being one's own boss
Expectancy theory Views an individual's motivation as a conscious effort involving the expectancy a reward will be given for a good result
Goal-setting theory Theory that task goals, properly set and managed, can be an important employee motivator
Equity theory Theory that when people perceive themselves in situations of inequity or unfairness, they are motivated to act in ways to change their circumstances
Reinforcement theory Based on the law of effects, holds that behaviors meeting with pleasant consequences tend to be repeated, whereas behaviors with unpleasant consequences tend not to be repeated, and rewards and punishments are used as a way to shape the individual
Job characteristics model Approach to job design that focuses on five core job elements leading to intrinsic motivation and then positive work outcomes
Traditionalists Workforce generation born before 1945
Baby boomers Workforce generation born between 1945 and 1980
Generation Xers Workforce generation born between 1965 and 1980
Generation Yers Youngest workforce generation, born between 1981 and 1999
Created by: JuliRae