CHAPTER 10 Flashcards
(22 cards)
Motivation
The combination of forces that drive individuals to take certain actions and avoid other actions.
Engagement
An employee’s rational and emotional commitment to his or her work.
Scientific Management
A management approach designed to improve employees’ efficiency by scientifically studying their work.
Hawthorne Effect
A supposed effect of organizational research, in which employees change their behavior because they are being studied and given special treatment; the validity of the effect is uncertain, and the Hawthorne studies were richer and more influential than this simple outcome would suggest.
Maslow’s Hierarchy
A model in which human
needs are arranged in a hierarchy, with the most basic needs at the bottom and the more advanced needs toward the top. 1)Self-actualization. 2)Esteem Needs. 3)Social Needs. 4) Safety Needs 5) Physiological Needs
Theory X
A managerial assumption that employees are irresponsible, are unambitious, and dislike work and that managers must use force, control, or threats to motivate them.
Theory Y
A managerial assumption that employees enjoy meaningful work, are naturally committed to certain goals, are capable of creativity, and seek out responsibility under the right conditions.
Herzberg’s two-factor theory
A model that divides motivational forces into satisfiers (“motivators”) and dissatisfiers (“hygiene factors”).
Three-needs Theory
David McClelland’s model of motivation that highlights the needs for power, affiliation, and achievement.
Expectancy Theory
The idea that the effort employees put into their work depends on expectations about their own ability to perform, expectations about likely rewards, and the attractiveness of those rewards.
Equity Theory
The idea that employees base their level of satisfaction on the ratio of their inputs to the job and the outputs or rewards they receive from it.
Goal-Setting Theory
A motivational theory suggesting that setting goals can be an effective way to motivate employees.
Management By Objectives (MBO)
A motivational approach in which managers and employees work together to structure personal goals and objectives
for every individual, department, and project to mesh with the organization’s goals.
Job Characteristics Model
A model suggesting that five core job dimensions influence three critical psychological states that determine motivation, performance, and other outcomes.
Job Enrichment
Making jobs more challenging and interesting by expanding the range of skills required.
Cross-Training
Training workers to perform multiple jobs and rotating them through these various jobs to combat boredom or burnout.
Reinforcement Theory
A motivational approach based on the idea that managers
can motivate employees by influencing their behaviors with positive and negative reinforcement.
Positive Reinforcement
Encouraging desired behaviors by offering pleasant consequences for completing or repeating those behaviors.
Incentives
Monetary payments and other rewards of value used for positive reinforcement.
Negative Reinforcement
Encouraging the repetition of a particular behavior (desirable or not) by removing unpleasant consequences for the behavior.
Micromanaging
Overseeing every small detail of employees’ work and refusing to give them freedom or autonomy.
Performance Management Systems
Systems that help companies establish goals for employees and track performance relative to those goals.
