Chapter 11 Flashcards
Goal setting theory
People have conscious goals that energize them and direct their thoughts and behaviors toward a particular ends
Motivation
Forces that energize, direct and sustain a person’s efforts
Stretch goal
Targets that are particularly demanding, sometimes impossible
Law of effect
Edward thorndike: behavior that is rewarded will most likely be repeated
Reinforcers
Positive consequences that motivate behavior
Organizational behavior modification(OB MOD)
Applying reinforcement theory in settings
Positive reinforcement
Consequences that increases liklihood of a behavior
Negative reinforcement
Removing or withholding an unfavored consequences
Punishment
Giving out an aversive consequences
Extinction
Failing to apply a reinforcing consequences
Expectancy theory
People will behave in a way that believe will result in the most favored outcome
Expectancy
Employee perception that there efforts will enable them to attain their performance goals
Outcome
Consequences ones receives for performances
Instrumentality
Likelihood that performance will be followed by a particular outcome
Valence
The VALUE an outcome holds for the person contemplation it
Maslow’s need hierarchy
People are motivated to satisfy unmet needs to a specific order
Alderder’s ERG theory
People have three basic needs that can operate simultaneously
Extrinsic rewards
Rewards given to a person by boss or superior
Intrinsic reward
Reward a worker receives from performing a job itself
Job rotation
Changing from one routine task to another to alleviate boredom
Job enlargement
Giving people more task to alleviate boredom
Job enrichment
Changing a task to make it inherently more favored
Two factor theory
Herzberg’s theory describe two factors affecting people’s work motivation and satisfaction
Hygiene factors
Upkeep of the work place; company policies, working conditions, pay
Motivators
Factors that make a job more motivating.
Growth need strength
The degree inwhich individuals want personal psychological development
Empowerment
The process of sharing power with employees
Equity theory
People asses how fairly they have been treated, according to two factors. Outcomes and factors
Procedural justice
Using a fair process in decision making and making other know they have been treated fairly
Quality of work programs( OWL)
Programs that are designed to create workplace that enhances well-being
Psychological contract
Set of perceptions of what empolyees owe their employers and what employers own employees
