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Management 300 Ch 13
Flashcards for Management 300 Ch 13 special edition book for Ball State
| Term | Definition |
|---|---|
| Motivation | Psychological forces that determine the direction of a person's behavior in an organization, a person's level of effort, and a person's level of persistence |
| Intrinsically Motivated Behavior | Behavior that is performed for its own sake |
| Prosocially Motivated Behavior | Behavior that is performed to benefit or help others |
| Extrinsically Motivated Behavior | Behavior that is performed to acquire material or social rewards or to avoid punishment |
| Outcome | Anything a person gets from a job or organization |
| Input | Anything a person contributes to his or her job or organization |
| Expectancy Theory | The theory that motivation will be high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes |
| Expectancy | In expectancy theory, a perception about the extent to which effort results in a certain level of performance |
| Instrumentality | In expectancy theory, a perception about the extent to which performance results in the attainment of outcomes |
| Valence | In expectancy theory, how desirable each of the outcomes available from a job or organization is to a person |
| Need | A requirement or necessity for survival and well-being |
| Need Theories | Theories of motivation that focus on what needs people are trying to satisfy at work and what outcomes will satisfy those needs |
| Maslow's Hierarchy of Needs | An arrangement of 5 basic needs that motivate behavior. Maslow proposed that the lowest level of unmet needs is the prime motivator and that only one level of needs is motivational at a time. |
| Alderfer's ERG Theory | The theory that 3 universal needs - for existence, relatedness, and growth - constitute a hierarchy of needs and motivate behavior. Alderfer proposed that needs at more than one level can be motivational at the same time. |
| Herzberg's Motivator - Hygiene Theory | A need theory that distinguishes between motivator needs and hygiene needs and proposes that motivator needs must be met for motivation and job satisfaction to be high. |
| Need for Achievement | The extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence |
| Need for Affiliation | The extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around him or her get along with each other |
| Need for Power | The extent to which an individual desires to control or influence others |
| Equity Theory | A theory of motivation that focuses on people's perceptions of the fairness of their work outcomes relative to their work inputes |
| Equity | The justice, impartiality, and fairness to which all organizational members are entitled |
| Underpayment Inequity | The inequity that exists when a person perceives that his or her own outcome-input ratio is less than the ratio of a referent |
| Overpayment Inequity | The inequity that exists when a person perceives that his or her own outcome-input ratio is greater than the ratio of a referent |
| Goal-Setting Theory | A theory that focuses on identifying the types of goals that are most effective in producing high levels of motivation and performance and explaining why goals have these effects |
| Learning Theories | Theories that focus on increasing employee motivation and performance by linking the outcomes that employees receive to the performance of desired behaviors and the attainment of goals |
| Learning | A relatively permanent change in knowledge or behavior that results from practice or experience |
| Operant Conditioning Theory | The theory that people learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead to undesired consequences |
| Positive Reinforcement | Giving people outcomes they desire when they perform organizationally functional behaviors |
| Negative Reinforcement | Eliminating or removing undesired outcomes when people perform organizationally functional behaviors |
| Extinction | Curtailing the performance of dysfunctional behaviors by eliminating whatever is reinforcing them |
| Punishment | Administering an undesired or negative consequence when dysfunctional behavior occurs |
| Organizational Behavior Modification | The systematic application of operant conditioning techniques to promote the performance of organizationally functional behaviors and discourage the performance of dysfunctional behaviors |
| Social Learning Theory | A theory that takes into account how learning and motivation are influenced by people's thoughts and beliefs and their observations of other people's behavior |
| Vicarious Learning | Learning that occurs when the learner becomes motivated to perform a behavior by watching another person performing it and being reinforced for doing so; also called 'observational learning'. |
| Self-reinforcer | Any desired or attractive outcome or reward that a person gives to himself or herself for good performance |
| Self-efficacy | A person's belief about his or her ability to perform a behavior successfully |
| Merit Pay Plan | A compensation plan that bases pay on performance |
| Employee Stock Option | A financial instrument that entitles the bearer to buy shares of an organization's stock at a certain price during a certain period or under certain conditions |
Created by:
acglidden
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