Key Terms Ch 13 Flashcards
A human needs theory postulating that people have three basic sets of needs that can operate simultaneously.
Alderfer’s ERG Theory
The process of sharing power with employees, thereby enhancing their confidence in their ability to perform their jobs and their belief that they are influential contributors to the organization.
Empowerment
A theory stating that people assess how fairly they have been treated according to two key factors: outcomes and inputs.
Equity Theory
Employees’ perception of the likelihood that their efforts will enable them to attain their performance goals.
Expectancy
A theory proposing that people will behave based on their perceived likelihood that their effort will lead to a certain outcome and on how highly they value that outcome.
Expectancy Theory
Withdrawing or failing to provide a reinforcing consequence.
Extinction
Rewards given to a person by the boss, the company, or some other person.
Extrinsic Rewards
A motivation theory stating that people have conscious goals that energize them and direct their thoughts and behaviors toward a particular end.
Goal-setting Theory
The degree to which individuals want personal and psychological development.
Growth-need Strength
Characteristics of the workplace, such as company policies, working conditions, pay, and supervision, that can make people dissatisfied.
Hygiene Factors
The perceived likelihood that performance will be followed by a particular outcome.
Instrumentality
Reward a worker derives directly from performing the job itself.
Intrinsic Reward
Giving people additional tasks at the same time to alleviate boredom.
Job Enlargement
Changing a task to make it inherently more rewarding, motivating, and satisfying.
Job Enrichment
Changing from one routine task to another to alleviate boredom.
Job Rotation
A law formulated by Edward Thorndike in 1911 stating that behavior that is followed by positive consequences will likely be repeated.
Law of Effect
A conception of human needs organizing needs into a hierarchy of five major types.
Maslow’s Hierarchy of Needs
Forces that energize, direct, and sustain a person’s efforts.
Motivation
Factors that make a job more motivating, such as additional job responsibilities, opportunities for personal growth and recognition, and feelings of achievement.
Motivators
Removing or withholding an undesirable consequence.
Negative Reinforcement
The application of reinforcement theory in organizational settings.
Organizational Behavior Modification (OB Mod)
A consequence a person receives for his or her performance.
Outcome
Applying consequences that increase the likelihood that a person will repeat the behavior that led to it.
Positive Reinforcement
Using fair process in decision making and making sure others know that the process was as fair as possible.
Procedural Justice
A set of perceptions of what employees owe their employers, and what their employers owe them.
Psychological Contract
Administering an aversive consequence.
Punishment
Programs designed to create a workplace that enhances employee well-being.
Quality of Work Life Programs (QWL)
Positive consequences that motivate behavior.
Reinforcers
Targets that are particularly demanding, sometimes even thought to be impossible.
Stretch Goals
Herzberg’s theory describing two factors affecting people’s work motivation and satisfaction.
Two Factor Theory
The value an outcome holds for the person contemplating it.
Valence
