Chapter 16
Management & Organizational Leadership 3110 with Jones at University of Memphis
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By: Peter Himebook
Created: 2011-11-29
Size: 68 flashcards
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Created: 2011-11-29
Size: 68 flashcards
Views: 3
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motivation
the arousal, direction, and persistence of behavior
motivational need
creates desire to fulfill needs (food, friendship, recognition, achievement)
motivational behavior
results in actions to fulfill needs
motivational rewards
satisfy needs; intrinsic or extrinsic rewards
motivational feedback
reward informs person whether behavior was appropriate and should be used again
intrinsic reward
the satisfaction received in the process of performing an action
extrinsic reward
a reward given by another person.
traditional approach to motivation
the emphasis on pay evolved into the notion of the economic man who work harder for higher pay
Human relations approach to motivation
workers were studied as people, and the concept of social man was born. meet social needs, not so much money needs
human resource approach to motivation
whole person introduced. this theory suggests that employees are complex and motivated by many factors (Theory X and Theory Y born).
contemporary approach to motivation
dominated by three types of theories: content theories (human needs), process theory (thought processes that influence behavior), and reinforcement theory (focus on employee learning of desired work behaviors.
content theories
a group of theories that emphasize the needs that motivate people
hierarchy of needs theory
a content theory that proposes that people are motivated by five categories of needs–physiological, safety, belongingness, esteem, and self-actualization–that exist in a hierarchical order
ERG theory
a modification of the needs hierarchy theory that proposes three categories of needs: existence, relatedness, and growth
existence needs
the needs for physical well-being
relatedness needs
the need for satisfactory relationships with others
growth needs
the development of human potential and the desire for personal growth and increased competence
frustration-regression principle
the idea that failure to meet a high-order need may cause a regression to an already satisfied lower-order need
two-factor theory
hygiene factors and motivators
hygiene factors
factors that involve the presence or absence of jib dissatisfiers, including working conditions, pay, company policies, and interpersonal relationships
motivators
factors that influence job satisfaction based on fulfillment of high-level needs such as achievement, recognition, responsibility, and opportunity for growth
acquired needs theory
proposes that certain types of needs are acquired during the individual's lifetime
need for achievement
the desire to accomplish something difficult, attain a high standard of success, master complex tasks, and surpass others
need for affiliation
the desire to form close personal relationships, avoid conflict, and establish warm friendships
need for power
the desire to influence or control others, be responsible for others, and have authority over others
process theories
a group of theories that explain how employees select behaviors with which to meet their needs and determine whether their choices were successful
equity theory
a process theory that focuses on individuals' perceptions of how fairly they are treated relative to others.
equity
a situation that exists when the ratio of one person's outcomes to inputs equals that of another's
change inputs
a person may choose to increase or decrease his or her inputs to the organization.
change outcomes
a person may change his or her outcomes
distort perception
research suggests that people may distort perceptions of equity if they are unable to change inputs or outcomes
leave the job
people who feel inequitably treated may decide to leave their jobs rather than suffer the inequity of being under- or overpaid.
EXPECTANCY THEORY
a process theory that proposes that motivation depends on individuals expectations about their ability to perform tasks and receive desired rewards
E –> P expectancy
expectancy that putting effort into a given task will lead to high performance
(i.e. 'will they be able to perform if i show them?')
P –> O expectancy
expectancy that successful performance of a task will lead to the desired outcome
(i.e. 'can I trust them?')
valence
the value or attraction an individual has for an outcome
(i.e. 'what's in it for them?')
reinforcement theory
a motivation theory based on the relationship between a given behavior and its consequences
behavior modification
the set of techniques by which reinforcement theory is used to modify human behavior
law of effect
the assumption that positively reinforced behavior tends to be repeated and unreinforced or negatively reinforced behavior tends to be inhibited
reinforcement
anything that causes a given behavior to be repeated or inhibited
positive reinforcement
the administration of a pleasant and rewarding consequence following a desired behavior
increases likelihood that behavior will be repeated
avoidance learning
the removal of an unpleasant consequence following a desired behavior
increases likelihood that behavior will be repeated
punishment
the imposition of unpleasant outcomes on an employee
reduces likelihood that behavior will be repeated
extinction
the withdrawal of a positive reward
reduces likelihood that behavior will be repeated
schedule of reinforcement
the frequency with which and intervals over which reinforcement occurs
continuous reinforcement schedule
a schedule in which every occurrence of the desired behavior is reinforced
partial reinforcement schedule
a schedule in which only some occurrences of the desired behavior are reinforced
fixed-interval schedule
rewards employees at specified time intervals
fixed-ratio schedule
reinforcement occurs after a specified number of desired responses, say, after every fifth
variable-interval schedule
reinforcement is administered at random times that cannot be perdicted by the employee
variable-fixed schedule
based on a random number of desired behaviors rather than on variable time periods
job design
the application of motivational theories to the structure of work for improving productivity and satisfaction
job simplification
a job design whose purpose is to improve task efficiency by reducing the number of tasks a single person must do
job rotation
a job design that systematically moves employees from one job to another to provide them with variety and stimulation
job enlargement
a job design that combines a series of tasks into one new, broader job to give employees variety and challenge
job enrichment
a job design that incorporates achievement, recognition, and other high-level motivators into the work
work redesign
the altering of jobs to increase both the quality of employees' work experience and their productivity
job characteristics model
a model of job design that comprises core job dimensions, critical psychological states, and employee growth-need strength
skill variety
the number of diverse activities that compose a job and the number of skills used to perform it
task identity
the degree to which an employee performs a total job with a recognizable beginning and ending
task significance
the degree to which the job is perceived as important and having impact on the company or consumers
autonomy
the degree to which the worker has freedom, discretion, and self-determination in planning and carrying out tasks
feedback
the extent to which doing the job provides information back to the employee about his or her performance
empowerment
the delegation of power or authority to subordinates
information
employees receive information about the company performance (enable employees to act more freely to accomplish their jobs)
knowledge
employees have knowledge and skills to contribute to company goals (enable employees to act more freely to accomplish their jobs)
power
employees have the power to make substantive decisions (enable employees to act more freely to accomplish their jobs)
reward
employees are rewarded based on company performance (enable employees to act more freely to accomplish their jobs)
About this deck
By: Peter Himebook
Created: 2011-11-29
Size: 68 flashcards
Views: 3
Created: 2011-11-29
Size: 68 flashcards
Views: 3
About StudyBlue
STUDYBLUE makes things that make you better at school.
Things like online flashcards with photos and audio.
Things like personalized quizzes and friendly reminders about when (and what) to study next.
Think of it as a digital backpack™: access to all of your study materials online and on your phone.
STUDYBLUE exists to make studying efficient and effective for every student, for free. Join us.
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