5.16: Motivating Employees Flashcards
The process by which a person’s efforts are energized, directed, and sustained toward attaining a goal
motivation
Maslow’s theory that human needs–physiological, safety social, esteem, and self-actualization–form a sort of hierarchy
hierarchy of needs theory
A person’s needs for food, drink, shelter, sexual satisfaction, and other physical needs
physiological needs
A person’s needs for security and protection from physical and emotional harm
safety needs
A person’s needs for affection, belongingness, acceptance, and friendship
social needs
A person’s needs for internal factors such as self-respect, autonomy, and achievement, and external factors such as status, recognition, and attention
esteem needs
A person’s need to become what he or she is capable of becoming
self-actualization needs
The assumption that employees dislike work, are lazy avoid responsibility and must be coerd to perform
Theory X
The assumption that employees are creative, enjoy work, seek responsibility, and can exercise self-direction
Theory Y
The motivation theory that intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are associated with job dissatisfaction
two-factor theory (motivation-hygiene theory)
Factors that eliminate job dissatisfaction, but don’t motivate
hygiene factors
Factors that increase job satisfaction and motivation
motivators
The motivation theory that says three acquired (not innate) needs–achievement, power, and affiliation–are major motives in work
three-needs theory
The drive to succeed and excel in relation to a set of standards
need for achievement (nAch)
The need to make others behave in a way that they would not have behaved otherwise
need for power (nPow)
The desire for friendly and close interpersonal relationships
need for affiliation (nAff)
The proposition that specific goals increase performance and that difficult goals, when accepted, result in higher performance than do easy goals
goal-setting theory
An individual’s belief that he or she is capable of performing a task
self-efficay
The theory that behavior is a function of its consequences
reinforcement theory
Consequences immediately following a behavior, which increase the probability that the behavior will be repeated
reinforcers
The way tasks are combined to form complete jobs
job design
The number of different tasks required in a job and the frequency with which those tasks are repeated
job scope
The horizontal expansion of a job by increasing job scope
job enlargement
The vertical expansion of a job by adding planning and evaluating responsibilities
job enrichment
The degree of control employees have over their work
job depth
A framework for analyzing and designing jobs that identifies five primary core job dimensions, their interrelationships, and their impact on outcomes
job characteristics mode (JCM)
The degree to which a job requires a variety of activities so that an employee can use a number of different skills and talents
skill variety
The degree to which a job requires completion of a whole and identifiable piece of work
task identity
The degree to which a job has a substantial impact on the lives or work of other people
task significance
The degree to which a job provides substantial freedom, independence, and discretion to the individual in scheduling work and determining the procedures to be used in carrying it out
autonomy
The degree to which carrying out work activities required by a job results in the individual’s obtaining direct an clear information about his or her performance effectiveness
feedback
An approach to job design that focuses on how people’s tasks and jobs are increasingly based on social relationships
relational perspective of work design
An approach to job design in which employee take the initiative to change how their work is performed
proactive perspective of work design
Work practices designed to elicit greater input or involvement from workers
high-involvement work practices
The theory that an employee compares his or her job’s input-outcomes ratio with that of relevant others and then corrects any inequity
equity theory
The persons, systems, or selves against which individuals compare themselves to assess equity
referents
Perceived fairness of the amount and allocation of rewards among individuals
distributive justice
Perceived fairness of the process used to determine the distribution of rewards
procedural justice
The theory that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of the outcome to the individual
expectancy theory
A motivational approach in which an organization’s financial statement (the “books”) are shared with all employees
open-book management
Personal attention and expressing interest, approval, and appreciation for a job well done
employee recognition programs
Variable compensation plans that pay employees on the basis of some performance measure
pay-for-performance programs
