Help
Options
Didn't know it?
click below
click below
Knew it?
click below
click below
Don't Know
Remaining cards (0)
Know
retry
shuffle
restart
0:00
Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.
Normal Size Small Size show me how
Normal Size Small Size show me how
Ch. 10 - Bateman
Management - Ch. 10 Motivation
| Question | Answer |
|---|---|
| Motivation | Psychological process that directs (choice) and drives (intensity) attentional resources toward a specific behavior and its associated outcome. (Mind, emotions, & physical being -> degree directed toward task). |
| Performance | Evaluation of outcome of behavior. *performance is NOT a behavior. |
| Behavior | Doing a job; Continuing to work. |
| Salient | relevant(matters) |
| Valence | importance (a lot); the value an outcome holds for the person completing it. |
| *If highly salient and has high valence.. | I attend to it. |
| Reinforcers | Positive consequences that motivate behavior. |
| Organizational Behavior Modification (OB MOD) | The application of reinforcement theory in organizational settings. |
| Positive Reinforcement | Applying a consequence that increases the likelihood of a person repeating the behavior that led to it. |
| Negative Reinforcement | Removing or withholding an undesirable consequence. |
| Punishment | Administering an aversive consequence; applying something negative. |
| Extinction | Withdrawing or failing to provide a reinforcing consequence; withholding something positive. |
| Expectancy Theory | A theory proposing that people will behave based on their perceived likelihood that their effort will lead to a certain outcome and on how highly they value that outcome. |
| Expectancy | Employees’ perception of the likelihood that their efforts will enable them to attain their performance goals. |
| Outcome | A consequence a person receives for his or her performance. |
| Maslow’s Need Heiracrchy | A conception of human needs organizing needs into a hierarchy of five major types. |
| Alderfer’s ERG Theory | A human needs theory developed by Alderfer postulating that people have three basic sets of needs that can operate simultaneously. |
| McClelland | Three needs most important for managers are: the need for achievement, the need for affiliation, and the need for power. |
| Extrinsic Rewards | Rewards given to a person by the boss, the company, or some other person (ex: money). |
| Intrinsic Reward | Reward a worker derives directly from performing the job itself (ex:enjoyment). |
| Job Rotation | Changing from one routine task to another to alleviate boredom. |
| Job Enlargement | Giving people additional tasks at the same time to alleviate boredom. |
| Job Enrichment | Changing a task to make it inherently more rewarding, motivating, and satisfying. |
| Two-Factor Theory | Herzberg’s theory describing two factors affecting people’s work motivation and satisfaction. |
| Hygiene Factors | Characteristics of the workplace, such as company policies, working conditions, pay, and supervision, that can make people dissatisfied. |
| Motivators | Factors that make a job more motivating, such as additional job responsibilities, opportunities for personal growth and recognition, and feelings of achievement. |
| Equity Theory | A theory stating that people assess how fairly they have been treated according to two key factors: outcomes and inputs. |
| Procedural Justice | How the resources were distributed; Using a fair process in decision making and making sure others know that the process was a fair as possible. |
| Pschological Contract | A set of perceptions of what employees owe their employers, and what their employers owe them. |
| Distributive Justice | What resources were distributed. |
| Job Satisfaction | Attitude towards job. |
Created by:
bpark
Popular Management sets