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MOB Chapter 12 Body
| Question | Answer |
|---|---|
| These most basic human physical needs include food, water, and oxygen. In the organizational setting, they are reflected in the needs for adequate hear, air, and base salary to ensure survival. | 1. Physiological Needs - The Hierarchy of Needs |
| In an organizational workplace, these reflect the needs for safe jobs, fringe benefits, and job security | 2. Safety Needs - The Hierarchy of Needs |
| In the organization, these needs influence the desire for good relationships with co-workers, participation in a work group, and a positive relationship with supervisors. | 3. Belongingness Needs - The Hierarchy of Needs |
| Within organizations, these reflect a motivation for recognition, an increase in responsibility, high status, and credit for contributions to the organization. | 4. Esteem Needs - The Hierarchy of Needs |
| These can be met in the organization by providing people with opportunities to grow, be creative, and acquire training for challenging assignments and advancement. | 5. Self-actualization Needs - The Hierarchy of Needs |
| The needs for physical well-being. | 1. Existence Needs - ERG Theory |
| The needs for satisfactory relationships with others. | 2. Relatedness Needs - ERG Theory |
| The needs that focus on the development of human potential and the desire for personal growth and increased competence. | 3. Growth Needs - ERG Theory |
| A popular theory of motivation developed by Frederick Herzberg that is made up of two factors: hygiene factors and motivators. | Two-factor Theory |
| The desire to accomplish something difficult, attain a high standard of success, master complex tasks, and surpass others. | 1. Need for Achievement - Acquired Needs Theory |
| The desire to form close personal relationships, avoid conflict, and establish warm friendships. | 2. Need for Affiliation - Acquired Needs Theory |
| The desire to influence or control others, be responsible for others, and have authority over others. | 3. Need for Power - Acquired Needs Theory |
| Developed by David McClelland, proposes that certain types of needs are acquired during the individual's lifetime. In other words, people are not born with these needs but may learn them through their life experiences. | Acquired Needs Theory |
| Refers to the degree to which goals are concrete and unambiguous. | Goal Specificity - Goal-setting Theory |
| Highly ambitious but achievable goals ask people to stretch their abilities and provide a basis for greater feelings of accomplishment and personal effectiveness. | Goal Difficulty - Goal-setting Theory |
| Means that employees have to "buy into" the goals and be committed to them. | Goal Acceptance - Goal-setting Theory |
| Means that people get information about how well they are doing in progressing toward goal achievement. | Feedback - Goal-setting Theory |
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