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Century 2030-13
| Question | Answer |
|---|---|
| motivation | Concerned with what activities human behavior, what directs this behavior toward a particular goal, and how this behavior is sustained. p.265 |
| equity theory | Motivation theory based on the idea that people want to be treated fairly in relationship to others. p. 267 |
| inequity | Exists when a person percieves his or her job inputs and outcomes to be less than the job inputs and outcomes of another person. p. 267 |
| inputs | What an employee percieves as his or her contributions to the organization (i.e., education, intelligence, experience, training, skills, and the effort exerted on the job). p.267 |
| need hierarchy (Abraham Maslow) | Based on the assumptionthat individuals are motivated to satisfy a number of needs and that money can directly or indirectly satisfy only some of the needs. p 267 |
| hierarchy of needs | Self-actualization needsEsteem needsSocial needsSafety needsPhysiological needs. |
| David C. McClelland | Achievement-Power-Affiliation Approach. P 269 |
| motivation maintenance | An approach to work motivation that associates factors of high-low motivation with either the work environment or work itself. Also called motivation hygiene. p. 270 |
| Fredrick Herzberg | motivation-maintenance approach. p.270-271Two-factors/ Hygiene factors( Environment) and Motivator factors (Job itself) |
| job enlargement | Giving an employee more of a similiar type of operation to perform. p.271 |
| job rotation | process in which the trainee goes from one job to another within the organization, generally remaining in each job from six months to a year. p.271 |
| job enrichment | Upgrading of the job by adding motivator factors. p.271 |
| Victor Vroom | Expectancy Approach p.271-272 |
| expectancy approach | Based on the idea that employee beliefs about the relationship among effort, performance, and outcomes as a result of performance and the value employees place on the outcomes determine their level of motivation. p.271 |
| expectancy | Employee's belief that his or her effort will lead to the desired level of performance. p.272 |
| instrumentality | Employee's belief that attaining the desired level of performance will lead to desired rewards. p.272 |
| valence | Employee's belief about the values of the reward. p. 272 |
| B.F. Skinner | Reinforcement approach p.273 |
| Positive reinforcement | Providing a positive consequence as a result of desired behavior. p. 273 |
| avoidance | Giving a person the opportunity to avoid a negative consequence by exhibiting a desired behavior. Also called negative reinforcement. p. 273 |
| extinction | Providing no positive consequences or removing previously provided positive consequences as a result of undesirable behavior. P. 274 |
| punishment | Providing a negative consequence as a result of undesired behavior. p. 274 |
| job satisfaction | An individual's general attitude about his or her job. P.275 |
| organizational morale | An individual's feeling of being accepted by belonging to, a group of employees through common goals, confidence in the desirability of these goals, and progress towards these goals. p. 275 |
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Centurystudy
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