Chapter 13 Flashcards
accounts for the level, direction, and persistence of effort expended at work.
Motivation
an unfulfilled physiological or psychological desire.
need
are physiological, safety, and social needs in Maslow’s hierarchy.
Lower-order needs
are esteem and self-actualization needs in Maslow’s hierarchy.
Higher-order needs
are desires for physiological and material well-being.
Existence needs
are desires for satisfying interpersonal relationships
Relatedness needs
are desires for continued psychological growth and development.
Growth needs
the desire to do something better, to solve problems, or to master complex tasks.
Need for achievement
the desire to control, influence, or be responsible for other people.
Need for power
the desire to establish and maintain good relations with people.
Need for affiliation
Work Preferences of High Need Achievers
- Individual responsibilities
- Challenging but achievable goals
- Performance feedback
Two Types of Power Need
•Need for Personal Power—seeking power for personal
gratification.
•Need for Social Power—seeking power to help people
and groups achieve goals.
found in job content, such as a sense of achievement, recognition, responsibility, advancement, or personal growth.
satisfier factor
found in the job context, such as working conditions, interpersonal relations, organizational policies, and salary.
hygiene factor
the allocation of specific work tasks to individuals and groups.
Job design
increases job content by adding work planning and evaluating duties normally performed by the supervisor.
Job enrichment
Five Core Job Characteristics
- Skill variety—the degree to which a job requires a variety of different activities to carry out the work and involves the use of a number of different skills and talents of the individual
- Task identity—the degree to which the job requires completion of a “whole” and identifiable piece of work, one that involves doing a job from beginning to end with a visible outcome
- Task significance—the degree to which the job has a substantial impact on the lives or work of other people elsewhere in the organization or in the external environment
- Autonomy—the degree to which the job gives the individual freedom, independence, and discretion in scheduling work and in choosing procedures for
carrying it out - Feedback from the job itself—the degree to which work activities required by the job result in the individual obtaining direct and clear information on his or her performance
a person’s belief that working hard will result in high task performance.
Expectancy
a person’s belief that various outcomes will occur as a result of task performance.
Instrumentality
the value a person assigns to work-related outcomes.
Valence
= Expectancy x Instrumentality x Valence
Motivation
Motivation
= Expectancy x Instrumentality x Valence
a person’s belief that they are capable of performing a task.
Self-efficacy
states that behavior followed by pleasant consequences is likely to be repeated; behavior followed by unpleasant consequences is not.
law of effect
the control of behavior by manipulating its consequences.
Operant conditioning
strengthens a behavior by making a desirable consequence contingent on its occurrence.
Positive reinforcement
strengthens a behavior by making the avoidance of an undesirable consequence contingent on its occurrence.
Negative reinforcement
discourages a behavior by making an unpleasant consequence contingent on its occurrence.
Punishment
discourages a behavior by making the removal of a desirable consequence contingent on its occurrence.
Extinction
positive reinforcement of successive approximations to the desired behavior.
Shaping
reinforcement—deliver the reward only when desired behavior occurs.
Law of contingent
deliver the reward as soon as possible after the desired behavior occurs.
Law of immediate reinforcement
Positive Reinforcement
- Clearly identify desired work behaviors.
- Maintain a diverse inventory of rewards.
- Inform everyone what must be done to get rewards.
- Recognize individual diff erences when allocating rewards.
- Follow the laws of immediate and contingent reinforcement.
- Tell the person what is being done wrong.
- Tell the person what is being done right.
- Make sure the punishment matches the behavior.
- Administer the punishment in private.
- Follow the laws of immediate and contingent reinforcement.
Punishment
