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