Ch 10 but def swapped with answer Flashcards
money is more important then unpleasant work.
The Traditional Motivation Approach
employees want to feel useful and important, prioritizing social needs over money
The Human Relations Motivation Approach
contributions themselves are valuable to both individuals and organizations.
The Human Resource motivation Approach
Approach to motivation that tries to answer the question, What factor(s) motivate people?
content perspectives
physiological, security, belongingness, self-esteem, and self-actualization
Maslow’s hierarchy of needs (bottom up)
realizing one’s potential for continued growth and individual development
self-actualization needs
needs are grouped into three possibly overlapping categories—existence, relatedness, and growth
ERG theory of motivation
correspond to physiological and security needs.
Existence needs
focus on how people relate to their social environment.
Relatedness needs
include the needs for self-esteem and self-actualization.
Growth needs
people’s satisfaction and dissatisfaction are influenced by two independent sets of factors—motivation factors and hygiene factors
two-factor theory of motivation
achievement, affiliation, and power.
the three individual needs
the desire to accomplish a goal/task more effectively than in the past
need for achievement
The desire for human companionship and acceptance
need for affiliation
The desire to be influential in a group and to control one’s environment
need for power
Suggests that motivation depends how much we want something and how likely we think we are to get it
Expectancy theory
the individual’s perception of the probability that effort will lead to high performance
effort-to-performance expectancy
The individual’s perception that performance will lead to a specific outcome
performance-to-outcome expectancy
An index of how much a person wants a particular outcome; the attractiveness of the outcome to the individual
valence
if performance results in equitable rewards, people will be more satisfied.
The Porter-Lawler extension of expectancy theory
people view their outcomes and inputs as a ratio and then compare it to someone else’s ratio.
Equity theory
the extent to which a goal is challenging and requires effort.
Goal difficulty
the clarity and precision of the goal.
Goal specificity
the extent to which a person accepts a goal as his or her own.
Goal acceptance
the extent to which she or he is personally interested in reaching the goal.
Goal commitment
A method of strengthening good behavior with rewards
Positive reinforcement
avoid doing things that would get you in trouble
avoidance
Used to weaken bad behaviors by using negative outcomes
Punishment
Used to weaken undesired behaviors by simply ignoring or not reinforcing them
Extinction
Provides reinforcement at fixed intervals of time, such as regular weekly paychecks
fixed-interval schedule
Provides reinforcement at varying intervals of time, such as occasional visits by the supervisor
variable-interval schedule
Provides reinforcement after a fixed number of behaviors regardless of the time interval involved, such as a bonus for every fifth sale
fixed-ratio schedule
Provides reinforcement after varying numbers of behaviors are performed, such as the use of compliments by a supervisor on an irregular basis
variable-ratio schedule
enabling workers to set their own work goals, decisions, and solve problems within their sphere of responsibility and authority
Empowerment
The process of giving employees a voice in making decisions about their own work
Participation
collections of employees empowered to plan, organize, direct, and control their own work.
work teams
Working a full 40-hour week in fewer than the traditional five days
compressed work schedule
employees have some control over the hours they choose to work
(flextime) flexible work schedule
When two part-time employees share one full-time job
job sharing
Allowing employees to spend part of their time working offsite, usually at home
telecommuting
Pay awarded to employees on the basis of a person’s performance and overall contributions to the organization.
Merit pay
Compensation plan that formally bases at least some meaningful portion of compensation on merit
Merit pay plan
Reward system wherein the organization pays an employee a certain amount of money for every unit she or he produces
piece-rate incentive plan
reward individual performance immediately instead of waiting until the end of the year to adjust base salaries.
Individual incentive plans
Similar to gainsharing, but the distribution of gains is tilted much more heavily toward employees
Scanlon plan
give senior managers the option to buy company stock in the future at a predetermined fixed price
stock option plan
