Chapter 9 Flashcards
Motivation
the set of forces that prompt a person to release energy in a certain direction
Need
gap between what is and what is required
Want
gap between what is and what is desired
Intrinsic Rewards
come from within the individual
Extrinsic Rewards
come from outside the individual
Frederick W. Taylor
father of scientific management; believed that everyone was motivated by economic means
Hawthorne Studies
changed the way many managers thought about motivation, job productivity, and employee satisfaction
Hawthorne Effect
suggest the employees will perform better when they feel singled out for special attention or feel that management is concerned about employee welfare
Human Relations Era
1930s, focused on how human behavior and relations affect organizational performance
Classical Era
1900-1930s
Abraham Maslow
proposed a theory of motivation based on universal human needs
Maslow’s Hierarchy of Needs
Physiological Needs - Safety Needs - Social Needs - Esteem Needs - Self-Actualization Needs
Theory X (Management Style)
based on a pessimistic view of human nature, believes that humans don’t like work and will avoid it at all costs
Theory Y (Management Style)
based on a more optimistic view of people; believes that people are willing to work hard for rewards
William Ouchi
proposed a theory that combines US and Japanese business management, called Theory Z
Theory Z (Management Style)
emphasizes long-term employment, slow career development, moderate specialization, group decision-making, individual responsibility, relatively informal control over employees, and concern for workers
Motivating Factors (Job Satisfiers)
primary intrinsic job elements that lead to satisfaction
Hygiene Factors (Job Dissatisfiers)
extrinsic elements of the work environment
Expectancy Theory (Contemporary)
focuses on the link between motivation and behavior
Equity Theory (Contemporary)
based on individuals’ perceptions about how fairly they are treated compared with their coworkers
Equity (justice or fairness)
in the workplace, employees’ perceived fairness of the way they are treated and the rewards they earn
Goal-Setting Theory (Contemporary)
based on the premise that an individual’s intention to work toward a goal is a primary source of motivation
Reinforcement Theory (Contemporary)
says that behavior is a function of its consequences
Job Enlargement
the horizontal expansion of a job, increasing the number of and variety of tasks that a person performs
Job Enrichment
the vertical expansion of an employee’s job by attempting to increase job depth by providing more autonomy, responsibility, and decision-making authority
Flextime
allows employees to decide what their work hours will be
Compressed Workweek
employees work the traditional 40hrs, but fit those hours into a shorter workweek
4-day Workweek
employees only work 4 days but work 32hrs or less
Telecommuting
allows employees to work from home via a computer that is connected with their office, HQ, or colleagues
Job Sharing
allows two individuals to split the tasks, responsibilities, and work hours of one 40hr/wk job
Piece Rate (pay plan)
employees are paid a given amount for each unit they produce, directly links the amount they earn to their productivity
Profit Sharing
based on overall company profitability
Gain Sharing
incentive programs based on group productivity
Stock Options
giving employees the right to purchase a given amount of stock at below-market prices
Pay-for-Performance
financial incentives that allow variability in compensation to reflect an individual employee’s contributions
Employee Stock Ownership Plan (ESOP)
employees receive compensation in the form of a company stock
