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Century 2030-13

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
Created by: Centurystudy