MGMT Chap. 12

Intrinsic rewards

The satisfaction that a person receives in the process of performing a particular action.

Extrinsic rewards

A reward given by another person, such as a manager, including pay increases, promotions, and praise.

Motivation

The arousal of enthusiasm and persistence to pursue a certain course of action.

Content theories

Theories that emphasize the needs that motivate people.

hygiene factors

Elements that focus on lower-level needs and consider the presence or absence of job dissatisfiers, including working conditions, pay, and company policies.

ERG theory

A modification of the needs hierarchy that proposes three categories of needs: existence, relatedness, and growth.

Frustration-regression principle

 

Suggests that failure to meet a high-order need may cause a regression to an already satisfied lower-order need; thus, people may move down as well as up the needs hierarchy.

Hierarchy of needs theory

A theory proposed by Abraham Maslow saying that people are motivated by five categories of needs—physiological, safety, belongingness, esteem, and self-actualization—that exist in a hierarchical order.

Motivators

Factors that influence job satisfaction based on fulfilling higher-level needs such as achievement, recognition, responsibility, and opportunities for personal growth.

Process theories

A set of theories, including goal-setting theory, equity theory, and expectancy theory, which explains how people select behaviors with which to meet their needs and determine whether their choices were successful.

Equity theory

A theory that focuses on individuals’ perceptions of how fairly they are treated relative to others.

Goal-setting theory

A theory that proposes that specific, challenging goals increase motivation and performance when they are accepted by subordinates and these subordinates receive feedback to indicate their progress toward goal achievement.

Expectancy theory

Proposes that motivation depends on individuals’ assumptions about their ability to perform tasks and receive desired rewards.

Equity

When the ratio of one person’s outcomes to inputs equals that of another’s.

E → P expectancy

The assumption that putting effort into a given task will lead to high performance.

Valence

The value of outcomes (rewards) to the individual.

Reinforcement theory

A theory based on the relationship between a given behavior and its consequences.

P → O expectancy

The assumption that high performance of a task will lead to the desired outcome.

Behavior modification

The set of techniques by which reinforcement theory is used to modify human behavior.

Law of effect

Asserts that positively reinforced behavior tends to be repeated, and unreinforced or negatively reinforced behavior tends to be inhibited.

Reinforcement

Anything that causes a certain behavior to be repeated or inhibited.

Positive reinforcement

The administration of a pleasant and rewarding consequence following a desired behavior.

Punishment

The imposition of an unpleasant outcome following an undesirable behavior.

Avoidance learning

Removing an unpleasant consequence once a behavior is improved. Also called negative reinforcement.

Extinction

Withholding positive rewards and essentially ignoring undesirable behavior.

Social learning theory

A theory that proposes that an individual’s motivation can result not just from direct experience of rewards and punishments but also from thoughts, beliefs, and observations of other people’s behavior.

Job characteristics model

A model of job design that considers core job dimensions, individuals’ critical psychological states, and employee growth-need strength.

Vicarious learning

Learning that occurs when an individual sees others perform certain behaviors and get rewarded for them.

Job enrichment

Incorporating high-level motivators, such as achievement, recognition, and opportunities for growth, into work.

Work redesign

Altering jobs to increase both the quality of employees’ work experience and their productivity.

Job design

Refers to applying motivational theories to the structure of work to improve motivation, productivity, and satisfaction.

Empowerment

The delegation of power and authority to subordinates in an organization.

Engagement

An emotional and mental state in which employees enjoy their work, contribute enthusiastically to meeting goals, and feel a sense of belonging and commitment to the organization.

Herzberg’s Two Factor Theory

In the ERG theory, work characteristics associated with dissatisfaction differ from those pertaining to satisfaction

Aquire needs theory

Certain types of needs are aquired during the ind’s lifetime