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Acquired Needs Theory
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MAN3025
Ch 12
| Question | Answer |
|---|---|
| Acquired Needs Theory | Theory that states that there are three needs, achievement, affiliation, and power, that are the major motives determining people's behavior in the workplace |
| Bonuses | Cash awards given to employees who achieve specific performance objectives |
| Content Perspectives | Theories that emphazise the needs that motivate people |
| Employee Engagement | A heightened emotional connection to an organization that influences an employees to exert greater discretionary effort at work |
| Equity Theory | The focus on how employees perceive how fairly they think they are being treated compared to others |
| ERG Theory | Theory proposed by Clayton Aldelfer that assumes that three basic needs influence behavior, existence, relatedness, and growth, represented by the ERG |
| Expectancy | The belief that a particular level of effort will lead to a particular level of performance |
| Expectancy Theory | Theory that suggest that people are motivated by two things (1) how much they want something (2) how likely they think they are to get it |
| Extinction | The withholding or withdrawal of positive rewards for desirable behavior, so that the behavior is less likely to occur in the future |
| Extrinsic Reward | The payoff , such as money, that a person receives from others for performing a particular task |
| Gainsharing | The distribution of savings or gains to groups of employees who reduce costs and increase measurable productivity |
| Goal-Setting Theory | Employee-motivation approach that employees can be motivated by goals that are specific and challenging but achievable |
| Hierarchy of Needs Theory | Psychological structure proposed by Marslow where people are motivated by five levels of needs (1) Physiological, (2) Safety (3) Love (4) self-steem and (5) Self-actualization |
| Hygiene Factors | Factors associated with job dissatisfaction which affect the job context or environment in which people work |
| Instrumentality | |
| Intrinsic Reward | The satisfaction, such as feeling of accomplishment, a person reveives from performing a task |
| Job Characteristics Model | The job design model that consists of five core job characteristics that affect three critical psychological states of an employee, motivation, performance and satisfaction |
| Job Design | The division of an organization's work among its employees and the application of motivational theories to jobs to increase satisfaction and performance |
| Job Enlargement | Increasing the number of tasks in a job to increase the variety and motivation |
| Job Enrichment | Building into a job such motivating factorsas responsibility, achievement, recognition, stimulating work and advancement |
| Job Simplification | The process of reducing the number of tasks a worker performs |
| Motivating Factors | Factors associated with job satisfaction which affect the job content or the rewards of work performance |
| Motivation | Psychological processes that arouse and direct goal-directed behavior |
| Needs | Physiological or psychological deficiencies that arouse behavior |
| Negative Reinforcement | Removal of unpleasant consequences following a desired behavior |
| Pay for Knowledge | Situation in which employee's pay is tied to the number of job-relevant skills they have or academic degrees they earn |
| Pay for Performance | Situation in which an employee's pay is based on the results he achieves |
| Piece Rate | Pay based on how much output an employee produces |
| Positive Reinforcement | The use of positive consequences to encourage desirable behavior |
| Process Perspectives | Theories of employee motivation concerned with the thought processes by which people decide how to act |
| Profit Sharing | The distribution to employees of a percentage of the company's profit |
| Punishment | The application of negative consequences to stop or change undesirable behavior |
| Reinforcement | Anything that causes a given behavior to be repeated or inhibited |
| Reinforcement Theory | The belief that behavior reinforced by positive consequences tends to be repeated, whereas behavior reinforced by negative consequences tends not to be repeated |
| Sales Comission | The % of a company's earnings as the result of a salesperson's sales that is paid to that salesperson |
| Stock Options | The right to buy a company's stock at a future date for a discounted price |
| Two-Factor Theory | Herzberg's theory that proposes that work satisfaction and dissatisfaction arise from two different work factors, work satisfaction and work dissatisfaction |
| Valence | The value or the importance a worker assigns to a possible outcome or reward |
Created by:
johnny1329
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