Chapter 4 Flashcards
Motivation
The set of forces that leads people to behave in particular ways
Need
Anything an individual requires or wants
Scientific Management Approach
This approach to motivation assumes that employees are motivated by money
Human Relations Approach
This approach to motivation suggests that favorable employee attitudes result in motivation to work hard
Human Resource Approach
This approach to motivation assumes that people want to contribute and are able to make genuine contributions
Need-Based Theories of Motivation
These theories assume that need deficiencies cause behavior
Maslow’s Hierarchy of Needs Theory
This theory assumes that human needs are arranged in a hierarchy of importance
ERG Theory
This theory describes existence, relatedness, and growth needs
Dual-Structure Theory
This theory identifies motivation factors, which affect satisfaction, and hygiene factors, which determine dissatisfaction
Motivation Factors
Factors that are intrinsic to the work itself and include factors such as achievement and recognitions
Hygiene Factors
Factors that are extrinsic to the work itself and include factors such as pay and job security
Need for Achievement
The desire to accomplish a task or goal more effectively than was done in the past
Need for Affiliation
The need for human companionship
Need for Power
The desire to control the resources in one’s environment
Process-Based Perspectives on Motivation
Focuses on how people behave in their efforts to satisfy their needs
Equity Theory
Focuses on people’s desire to be treated with what they perceive as equity and to avoid perceived inequity
Equity
The belief that we are being treated fairly in relation to others; inequity is the belief that we are being treated unfairly in relation to others
Expectancy Theory
Suggests that people are motivated by how much they want something and the likelihood they perceive of getting it
Effort-to-Performance Expectancy
A person’s perception of the probability that effort will lead to performance
Performance-to-Outcome Expectancy
The individual’s perception of the probability that performance will lead to certain outcomes
Outcome
Anything that results from performing a particular behavior
Valence
The degree of attractiveness or unattractiveness a particular outcome has for a person
Learning
A relatively permanent change in behavior or behavioral potential resulting from direct or indirect experience
Classical Conditioning
A simple form of learning that links a conditioned response with an unconditioned stimulus
Reinforcement Theory
Based on the idea that behavior is a function of its consequences
Reinforcements
The consequences of behavior
Positive Reinforcement
A reward or other desirable consequence that a person receives after exhibiting behavior
Avodiance
Also called Negative Reinforcement.
The opportunity to avoid or escape from an unpleasant circumstance after exhibiting behavior
Extinction
Decreases the frequency of behavior by eliminating a reward or desirable consequence that follows that behavior
Punishment
An unpleasant, or aversive, consequence that results from behavior
Schedules of Reinforcement
Indicate when or how often managers should reinforce certain behaviors
Continuous Reinforcement
With this type of reinforcement, behavior is rewarded every time it occurs
Fixed-Interval Reinforcement
Provides reinforcement on a fixed time schedule
Variable-Interval Reinforcement
Varies the amount of time between reinforcements
Fixed-Ratio Reinforcement
Provides reinforcement after a fixed number of behaviors
Variable-Ratio Reinforcement
Varies the number of behaviors between reinforcements
Social Learning
Occurs when people observe the behaviors of others, recognize their consequences, and alter their own behavior as a result
Organizational Behavior Modification (OB mod)
The application of reinforcement theory to people in organizational settings
