Employee Motivation chapter 9 summary Flashcards
Motivation
The force that drives an employee to perform well.
organizational citizenship behavior (OCB)
Behaviors that are not part of an employee’s job but which make the organization a better place to work (e.g., helping others, staying late).
Self-esteem
The extent to which a person views themselves as a valuable and worthy individual.
Consistency theory
Korman’s theory that employees will be motivated to perform at levels consistent with their levels of self-esteem.
Chronic self-esteem
The positive or negative way in which a person views themselves as a whole.
Situational self-esteem
The positive or negative way in which a person views themselves in a particular situation.
Socially influenced self-esteem
The positive or negative way in which a person views themselves based on the expectations of others.
Organization-based self-esteem
The level of an employee’s competence and self-worth as a member of an organization.
Self-fulfilling prophecy
The idea that people behave in ways consistent with their self-image.
Galatea effect( high)
When high self-expectations result in higher levels of performance
Pygmalion effect( something is true)
The idea that if people believe that something is true, they will act in a manner consistent with that belief.
Golem effect
When negative expectations of an individual cause a decrease in that individual’s performance.
intrinsically motivated
Work motivation in the absence of such external factors as pay, promotion, and coworkers
Extrinsic motivation
Work motivation that arises from such nonpersonal factors as pay, coworkers, and opportunities for advancement.
Work Preference Inventory (WPI)
– Assesses individual motivation for intrinsic and extrinsic work rewards.
Self-regulation
– The ability to control thoughts, emotions, and behaviors to achieve goals.
Realistic job preview (RJP)
– A tool that provides job candidates with a balanced view of the role, including pros and cons.
Job characteristics theory
– A framework that explains how job design affects motivation, satisfaction, and performance.
Hierarchy –
A system that ranks people or needs in order of importance.
Basic biological needs –
Fundamental survival needs like food, water, and sleep.
Safety needs
– The need for security, stability, and protection from harm.
Social needs
– The desire for belonging, relationships, and social interactions.
Employee resource groups –
Employee-led groups that support diversity and inclusion in the workplace.
Ego needs
The need for self-esteem, recognition, and respect.
Self-actualization needs
– The desire to achieve personal growth and fulfill potential.
Needs theory
A framework that explains motivation based on fulfilling different levels of human needs.
ERG theory –
A motivation theory that condenses Maslow’s hierarchy into three needs: Existence, Relatedness, and Growth.
Two-factor theory –
Herzberg’s theory that job satisfaction and dissatisfaction arise from different factors.
Hygiene factors –
Job elements that prevent dissatisfaction but don’t increase motivation (e.g., salary, policies).
Motivators –
Factors that increase job satisfaction and motivation (e.g., achievement, recognition).
Need for achievement –
The drive to accomplish challenging goals.
Need for affiliation
– The desire to build and maintain relationships.
Need for power –
The motivation to influence or control others.
Self-determination theory
– A framework that explains motivation based on autonomy, competence, and relatedness.
Competency –
The ability to effectively perform tasks and skills.
Autonomy –
The need for control and independence in decision-making.
Relatedness –
The need for social connections and relationships.
Goal setting
– The process of defining specific objectives to achieve.
Operant conditioning
– Learning through rewards and punishments.
Premack Principle –
The idea that a preferred activity can reinforce a less preferred one.
Reinforcement hierarchy
– A ranking of behaviors based on their effectiveness as reinforcers.
Social recognition –
Public acknowledgment of achievements and contributions.
Pay for performance –
A compensation system based on employee output or results.
Merit pay –
Salary increases based on individual performance.
Profit sharing –
A system where employees receive a share of company profits.
Gainsharing –
A reward system where employees share in productivity or cost-saving gains.
Baseline –
The starting point for measuring change in behavior or performance.
Stock options –
A benefit that allows employees to buy company stock at a set price.
Expectancy theory
– A motivation theory that suggests effort leads to performance, which leads to rewards.
Instrumentality –
The belief that performance will lead to rewards.
Valence
– The value a person places on a reward
Internal locus of control –
The belief that one controls their own success and failures.
Equity theory –
A motivation theory that focuses on fairness in workplace exchanges.
Inputs –
What employees contribute (e.g., effort, skills, time).
Outputs –
What employees receive in return (e.g., salary, benefits, recognition).
Input/output ratio
– A comparison of contributions (inputs) to rewards (outputs) in the workplace.
Organizational justice
– Perceived fairness in workplace policies, procedures, and treatment.
