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Motivation The intensity, direction, and persistence of effort toward attaining a goal.
Intrinsic motivation Motivation driven by enjoyment or interest in the work itself.
Extrinsic motivation Motivation driven by external rewards such as pay, grades, or recognition.
Performance The value of the set of employee behaviours that contribute to organizational goal accomplishment.
General cognitive ability A person’s capability to learn, reason, and solve problems.
Emotional intelligence (EI) The ability to understand and manage one’s own emotions and the emotions of others.
Need theories Motivation theories that focus on identifying internal needs that drive behaviour.
Maslow’s hierarchy of needs A theory proposing that human needs are arranged in five levels from physiological to self-actualization.
ERG theory Alderfer’s theory that condenses needs into existence, relatedness, and growth and allows movement up and down the hierarchy.
Need for achievement (n Ach) The desire to accomplish challenging goals and attain high standards.
Need for affiliation (n Aff) The desire to establish and maintain friendly interpersonal relationships.
Need for power (n Pow) The desire to influence others and control one’s environment.
McClelland’s theory of needs A theory stating that achievement, affiliation, and power are key drivers of motivation.
Self-determination theory A theory suggesting that people are motivated by needs for autonomy, competence, and relatedness.
Autonomy The need to feel control over one’s actions and decisions.
Competence The need to feel capable and effective in one’s activities.
Relatedness The need to feel connected to others.
Controlled motivation Motivation driven by external pressure or obligations.
Autonomous motivation Motivation driven by internal interest and personal endorsement.
Autonomy support Managerial behaviours that give employees choice and encourage self-initiation.
Process theories Theories that explain how motivation occurs rather than what motivates.
Expectancy theory A theory stating that motivation depends on expectancy, instrumentality, and valence.
Expectancy Belief that effort will lead to successful performance.
Instrumentality Belief that performance will lead to desired outcomes.
Valence The value a person places on the expected reward.
Outcomes Consequences of behaviour that can be intrinsic or extrinsic.
Goal-setting theory A theory stating that specific and difficult goals increase performance when accepted and supported.
Goal An objective or target that a person is trying to accomplish.
Goal orientation A predisposition toward developing or demonstrating ability in achievement settings.
Learning goal orientation Focus on developing competence and mastering new skills.
Performance-prove goal orientation Focus on demonstrating competence and gaining favourable judgments.
Performance-avoid goal orientation Focus on avoiding failure and negative judgments.
Proximal goal A short-term goal that provides immediate direction.
Distal goal A long-term goal that provides overall direction.
Implementation intentions Specific plans that link situational cues to goal-directed behaviours.
Variable pay Compensation that varies based on performance.
Wage incentive plans Pay systems that reward employees for productivity improvements.
Piece-rate A pay system where employees are paid per unit produced.
Restriction of productivity Intentional slowing of work output by employees.
Pay transparency The degree to which pay information is openly shared.
Lump-sum bonus A one-time payment not added to base salary.
Profit sharing A system in which employees receive a portion of company profits.
Employee stock ownership plans (ESOPs) Programs that give employees company stock ownership.
Skill-based pay Pay based on the number of skills an employee has mastered.
Job design The process of structuring jobs to improve motivation and performance.
Job rotation Moving employees between different tasks.
Stretch assignments Challenging tasks that push employees beyond current capabilities.
Job scope The breadth and depth of a job.
Breadth The number of different tasks in a job.
Depth The level of control employees have over their work.
Growth need strength The degree to which an employee desires personal development.
Skill variety The degree to which a job requires different skills.
Task identity The degree to which a job involves completing a whole piece of work.
Task significance The degree to which a job affects others’ lives.
Autonomy (job characteristic) The degree of freedom and independence in a job.
Feedback Clear information about performance effectiveness.
Job enlargement Increasing job breadth by adding tasks.
Job enrichment Increasing job depth by adding responsibility and autonomy.
Prosocial motivation The desire to benefit other people.
Relational architecture of jobs Structuring work to increase contact with beneficiaries.
Work gamification Using game elements to motivate employees.
Playful work design Employees proactively making work more fun.
Job crafting Employees altering tasks, relationships, or perceptions of their jobs.
Management by Objectives (MBO) A system where managers and employees jointly set goals and evaluate performance.
Flexible work arrangements Work options that give employees control over when and where they work.
Flextime Flexible starting and ending work hours.
Four-day workweek Completing full-time hours in fewer days.
Work sharing Reducing hours so more employees can be retained.
Job sharing Two employees splitting one full-time job.
Hybrid work arrangement Combination of remote and in-office work.
Telecommuting Working remotely using technology.
Group Two or more people interacting to achieve a goal.
Formal work group A group established by the organization.
Informal group A group formed naturally by employees.
Punctuated equilibrium model A model describing team development as periods of stability punctuated by change.
Process losses Reductions in team performance due to coordination or motivation problems.
Norms Shared expectations about appropriate behaviour.
Performance norms Expectations about productivity levels.
Dress norms Expectations about appropriate workplace attire.
Reward allocation norms Shared rules for distributing rewards.
Social responsibility norm Reward those most in need.
Equity norm Reward based on contributions.
Equality norm Reward everyone equally.
Reciprocity norm Reward people the way they treat you.
Role conflict Incompatible expectations from different roles.
Person–role conflict Conflict between personal values and role demands.
Interrole conflict Conflict between different roles held by the same person.
Intrasender role conflict Conflicting expectations from the same role sender.
Intersender role conflict Conflicting expectations from different people.
Role ambiguity Uncertainty about role expectations.
Role sender The person who communicates role expectations.
Focal person The individual receiving role expectations.
Status The relative social position within a group.
Group cohesiveness The degree to which members are attracted to the group.
Social loafing Reduced individual effort when working in groups.
Collective efficacy Shared belief in the team’s capability.
Shared mental models Common understanding of how work should be done.
Team resilience The ability of a team to bounce back from adversity.
Team reflexivity The extent to which teams reflect and adjust.
Psychological safety A climate where members feel safe to take risks.
Self-managed work teams Teams that manage their own activities.
Cross-functional teams Teams composed of members from different departments.
Superordinate goals Goals that require cooperation between groups.
Virtual teams Teams that work together primarily through technology.
Negotiation A process where two or more parties attempt to resolve differences.
Distributive negotiation A win-lose negotiation over fixed resources.
Integrative negotiation A win-win negotiation focused on mutual gains.
Stressors Environmental demands that create stress.
Artificial intelligence (AI) Computer systems that perform tasks requiring human intelligence.
Created by: user-2019562
 

 



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