Ch 12
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| 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
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| Bonuses | Cash awards given to employees who achieve specific performance objectives
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| Content Perspectives | Theories that emphazise the needs that motivate people
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| Employee Engagement | A heightened emotional connection to an organization that influences an employees to exert greater discretionary effort at work
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| Equity Theory | The focus on how employees perceive how fairly they think they are being treated compared to others
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| ERG Theory | Theory proposed by Clayton Aldelfer that assumes that three basic needs influence behavior, existence, relatedness, and growth, represented by the ERG
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| Expectancy | The belief that a particular level of effort will lead to a particular level of performance
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| 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
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| Extinction | The withholding or withdrawal of positive rewards for desirable behavior, so that the behavior is less likely to occur in the future
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| Extrinsic Reward | The payoff , such as money, that a person receives from others for performing a particular task
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| Gainsharing | The distribution of savings or gains to groups of employees who reduce costs and increase measurable productivity
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| Goal-Setting Theory | Employee-motivation approach that employees can be motivated by goals that are specific and challenging but achievable
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| 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
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| Hygiene Factors | Factors associated with job dissatisfaction which affect the job context or environment in which people work
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| Instrumentality |
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| Intrinsic Reward | The satisfaction, such as feeling of accomplishment, a person reveives from performing a task
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| 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
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| 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
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| Job Enlargement | Increasing the number of tasks in a job to increase the variety and motivation
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| Job Enrichment | Building into a job such motivating factorsas responsibility, achievement, recognition, stimulating work and advancement
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| Job Simplification | The process of reducing the number of tasks a worker performs
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| Motivating Factors | Factors associated with job satisfaction which affect the job content or the rewards of work performance
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| Motivation | Psychological processes that arouse and direct goal-directed behavior
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| Needs | Physiological or psychological deficiencies that arouse behavior
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| Negative Reinforcement | Removal of unpleasant consequences following a desired behavior
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| 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
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| Pay for Performance | Situation in which an employee's pay is based on the results he achieves
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| Piece Rate | Pay based on how much output an employee produces
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| Positive Reinforcement | The use of positive consequences to encourage desirable behavior
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| Process Perspectives | Theories of employee motivation concerned with the thought processes by which people decide how to act
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| Profit Sharing | The distribution to employees of a percentage of the company's profit
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| Punishment | The application of negative consequences to stop or change undesirable behavior
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| Reinforcement | Anything that causes a given behavior to be repeated or inhibited
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| 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
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| Sales Comission | The % of a company's earnings as the result of a salesperson's sales that is paid to that salesperson
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| Stock Options | The right to buy a company's stock at a future date for a discounted price
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| Two-Factor Theory | Herzberg's theory that proposes that work satisfaction and dissatisfaction arise from two different work factors, work satisfaction and work dissatisfaction
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| Valence | The value or the importance a worker assigns to a possible outcome or reward
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