Chapter 12: Motivating Employees Flashcards
Motivation
Psychological processes that arouse and direct goal-directed behavior
Extrinsic rewards
The payoff, such as money, that a person receives from others for performing a particular task
Intrinsic rewards
The satisfaction, such as a feeling of accomplishment, a person receives from performing a task
Content perspectives
Also known as need-based perspectives; theories that emphasize the needs that motivate people
Needs
Physiological or psychological deficiencies that arouse behavior
Hierarchy of needs theory
Psychological structure proposed by Maslow whereby people are motivated by five levels of needs: (1) physiological, (2) safety, (3) love, (4) esteem, and (5) self-actualization
Acquired needs theory
Theory that states that there are three needs—achievement, affiliation, and power—that are the major motives determining people’s behavior in the workplace
Self-determination theory
Theory that assumes that people are driven to try to grow and attain fulfillment, with their behavior and well-being influenced by three innate needs: competence, autonomy, and relatedness
Two-factor theory
Theory that proposes that work satisfaction and dissatisfaction arise from two different work factors—work satisfaction from so-called motivating factors and work dissatisfaction from so-called hygiene factors
Hygiene factors
Factors associated with job dissatisfaction—such as salary, working conditions, interpersonal relationships, and company policy—all of which affect the job context or environment in which people work
Motivating factors
Factors associated with job satisfaction—such as achievement, recognition, responsibility, and advancement—all of which affect the job content or the rewards of work performance
Process perspectives
Theories of employee motivation concerned with the thought processes by which people decide how to act: expectancy theory, equity theory, and goal-setting theory
Equity theory
In the area of employee motivation, the focus on how employees perceive how fairly they think they are being treated compared with others
Distributive justice
Reflects the perceived fairness of how resources and rewards are distributed or allocated
Procedural justice
The perceived fairness of the process and procedures used to make allocation decisions
Interactional justice
Relates to how organizational representatives treat employees in the process of implementing procedures and making decisions
Voice
Employees’ expression of work-related concerns, ideas, and/or constructive suggestions to managers
Justice climate
Relates to the shared sense of fairness felt by the entire workgroup
Expectancy theory
Theory that suggests that people are motivated by two things: (1) how much they want something and (2) how likely they think they are to get it
Expectancy
The belief that a particular level of effort will lead to a particular level of performance
Instrumentality
The expectation that successful performance of the task will lead to the outcome desired
Valence
The value or the importance a worker assigns to a possible outcome or reward
Goal-setting theory
Employee-motivation approach that employees can be motivated by goals that are specific and challenging but achievable
Stretch goals
Goals beyond what someone actually expects to achieve
Learning goal oreintation
Sees goals as a way of developing competence through the acquisition of new skills
Performance goal orientation
A way of demonstrating and validating a competence we already have by seeking the approval of others
Job design
The division of an organization’s work among its employees and the application of motivational theories to jobs to increase satisfaction and performance
Scientific management
Management approach that emphasizes the scientific study of work methods to improve the productivity of individual workers
Job enlargement
Increasing the number of tasks in a job to increase variety and motivation
Job enrichment
Building into a job such motivating factors as responsibility, achievement, recognition, stimulating work, and advancement
Job characteristics model
The job design model that consists of five core job characteristics that affect three critical psychological states of an employee that in turn affect work outcomes—the employee’s motivation, performance, and satisfaction
Law of effect
Behavior with favorable consequences tends to be repeated, while behavior with unfavorable consequences tends to disappear
Reinforcement theory
The belief that behavior reinforced by positive consequences tends to be repeated, whereas behavior reinforced by negative consequences tends not to be repeated
Positive reinforcement
The use of positive consequences to strengthen a particular behavior
Negative reinforcement
Process of strengthening a behavior by withdrawing something negative
Extinction
The weakening of behavior by ignoring it or making sure it is not reinforced
Punishment
The process of weakening behavior by presenting something negative or withdrawing something positive
Pay for performance
Situation in which an employee’s pay is based on the results he or she achieves
Piece rate
Pay based on how much output an employee produces
Sales commission
The percentage of a company’s earnings as the result of a salesperson’s sales that is paid to that salesperson
Bonuses
Cash awards given to employees who achieve specific performance objectives
Profit sharing
The distribution to employees of a percentage of the company’s profits
Gainsharing
The distribution of savings or “gains” to groups of employees who reduce costs and increase measurable productivity
Stock options
The right to buy a company’s stock at a future date for a discounted price
Pay for knowledge
Situation in which employees’ pay is tied to the number of job-relevant skills they have or academic degrees they earn
Work-life benefits
Consist of initiatives and programs that employers implement in an effort to help employees balance the often competing needs of their work and home lives
Well-being
The combined impact of five elements—positive emotions, engagement, relationships, meaning, and achievement (PERMA)
Flourishing
Represents the extent to which our lives contain PERMA resulting in “goodness . . . growth, and resilience
Meaningfulness
Is characterized by a sense of being part of something you believe is bigger than yourself
Reinforcement
Anything that causes a given behavior to be repeated or inhibited; the four types are positive, negative, extinction, and punishment
