Chapter 7 Flashcards
MOTIVATION
the processes that account for an individual’s intensity, direction and persistence of effort toward attaining a goal
HIERARCHY OF NEEDS
Abraham Maslow- physiological, safety, social, esteem and self-actualization- in which, as each need is substantially satisfied, the next need becomes dominant.
LOWER ORDER NEEDS
needs that are satisfied externally, such as physiological and safety needs.
SELF-ACTUALIZATION
the drive to become what a person can become.
HIGHER-ORDER NEEDS
needs that are satisfied internally such as social, esteem and self-actualization needs.
THEORY X
the assumption that employees dislike work, are lazy, dislike responsibility, and must be coerced to perform.
THEORY Y
the assumption that employees like work, are creative, seek responsibility, and can exercise self-direction
HYGIENE FACTORS
factors – such as company policy, and administration, supervision, and salary – that, when adequate in a job, placates workers. when these factors are adequate, people will not be dissatisfied.
MCCLELLAND’S THEORY OF NEEDS
a theory that states achievement, power and affiliation are three important needs that help explain motivation. (Power has subordinates, affiliation = friends, high achievers perform best with 50/50 probability of success)
COGNITIVE EVALUATION THEORY.
a version of self-determination theory which holds that 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
SELF-CONCORDANCE
the degree to which peoples’ reasons for pursuing goals are consistent with their interests and core values.
MANAGEMENT BY OBJECTIVES [MBO]
a program that encompasses specific goals, participatively set for an explicit time period, with feedback on goal progress.
DISTRIBUTIVE JUSTICE
perceived fairness of the amount and allocation of rewards among individuals.
ELEMENTS OF MOTIVATION
Intensity
Direction
Persistence of effort toward attaining a goal
SELF DETERMINATION THEORY
proposes that people prefer to feel they have control over their actions; people paid for work feel less like they want to do it and morel like they have to
JOB ENGAGEMENT
the investment of an employee’s physical, cognitive, and emotional energies into job performance
GOAL SETTING THEORY
specific goals increase performance; difficult goals, when accepted, result in higher performance than easy goals`
SELF EFFICACY THEORY
an individual’s belief that they are capable of performing a task
Vicarious modeling
ENACTIVE MASTERY
experience (self efficacy theory)
VICARIOUS MODELING
watched task done by someone else (self efficacy theory)
VERBAL PERSUASSION
told you can do it (self efficacy theory)
AROUSAL
you know you can do it (self efficacy theory)
EQUITY THEORY
fairness; how much you get from a company vs how much you put in
EXPECTANCY THEORY
effort –> performance –> rewards –> goals
effort- performance
performance- rewards
rewards- goals
REINFORCEMENT THEORY
suggests that behavior is a function of its consequences; reward and punishment
TWO FACTOR THEORY
theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction aka motivation-hygiene theory
MOTIVATION FACTORS
achievement, recognition, work itself, responsibility, advancement, and growth
