Chapter 7 Flashcards

1
Q

the processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal

A

motivation

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2
Q

abraham maslow’s hierarchy of five needs - physiological , safety, social, esteem, and self-actualization - in which, as each need is substantially satisfied, the next need becomes dominant

A

hierarchy of needs

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3
Q

includes hunger, thirst, shelter, sex, and other bodily needs

A

physiological

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4
Q

security and protection from physical and emotional harm

A

safety-security

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5
Q

affection, belongingness, acceptance, and friendship

A

social-belongingness

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6
Q

internal factors such as self-respect, autonomy and achievement, and external factors such as status, recognition, and attention

A

esteem

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7
Q

drive to become what we are capable of becoming includes growth, achieving our potential, and self-fulfillment

A

self-actualization

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8
Q

a theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction. Also called motivation-hygiene theory

A

two-factor theory

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9
Q

factors - such as company policy and administration, supervision, and salary - that, when adequate in a job, placate, people will not be dissatisfied

A

hygiene factors

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10
Q

a theory that states achievement, power, and affiliation are three important needs that help explain motivation

A

mcClelland’s theory of needs

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11
Q

the drive to excel, to achieve in relationship to a set of standards, and to strive to succeed

A

need for achievement

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12
Q

the need to make others behave in a way in which they would not have behaved otherwise

A

need for power

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13
Q

the desire for friendly and close interpersonal relationships

A

need for affiliation

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14
Q

a theory of motivation that is concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation

A

self-determination theory

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15
Q

a version of self-determination theory in which allocating extrinsic rewards for behavior that had been previously intrinsically rewarding tends to decrease the overall level of motivation if the rewards are seen as controlling

A

cognitive evaluation theory

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16
Q

the degree to which people’s reasons for pursuing goals are consistent with their interests and core values

A

self-concordance

17
Q

a theory stating that specific and difficult goals, with feedback, lead to higher performance

A

goal-setting theory

18
Q

a self-regulation strategy that involves striving for goals through advancement and accomplishment

A

promotion focus

19
Q

a self-regulation strategy that involves striving for goals by fulfilling duties and obligations

A

prevention focus

20
Q

a program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress

A

management by objectives

21
Q

an individual’s belief that he or she is capable of performing a task

A

self-efficacy theory

22
Q

gaining relevant experience with the task or job

A

enactive mastery

23
Q

becoming more confident because you see someone else doing the task

A

vicarious modeling

24
Q

we become more confident when someone convinces us we have the skills necessary to be successful

A

verbal persuasion

25
Q

a theory suggesting that behavior is a function of its consequences

A

reinforcement theory

26
Q

a theory stating that behavior follows stimuli in a relatively unthinking manner

A

behaviorism

27
Q

the view that we can learn through both observation and direct experience

A

social-learning theory

28
Q

theory stating that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual

A

expectancy theory

29
Q

a theory stating that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities

A

equity theory

30
Q

an overall perception of what is fair in the workplace, composed of distributive, procedural, informational, and interpersonal justice

A

organizational justice

31
Q

perceived fairness of the amount and allocation of rewards among individuals

A

distributive justice

32
Q

the perceived fairness of the process used to determine the distribution of rewards

A

procedural justice

33
Q

the degree to which employees are provided truthful explanations for decisions

A

informational justice

34
Q

the degree to which employees are treated with dignity and respect

A

interpersonal justice

35
Q

the investment of an employee’s physical, cognitive, and emotional energies into job performance

A

job engagement