Chapter 6 - Motivation concepts

MBO

MBO

Management by objectives (________): program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress.

Equity

________ theory /organizational justice: theory which says that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.

affiliation

Need for ________ (nAff): desire for friendly and close interpersonal relationships.

personal goals

Rewards- ________ relationship: degree to which organizational rewards satisfy an individuals ________ or needs and the attractiveness of those potential rewards for the individual.

Promotion focus

________: self- regulation strategy that involves striving for goals through advancement and accomplishment.

Prevention focus

________: self- regulation strategy that involves striving for goals by fulfilling duties and obligations.

Interpersonal justice

________: degree to which employees are treated with dignity and respect.

achievement

Need for ________ (nAch): drive to excel, to achieve in relation to a set of standards.

Motivation

________: processes that account for an individuals intensity, direction and persistence and effort towards attaining a goal.

Theory X

________: assumption that employees dislike work, are lazy, dislike responsibility and must be coerced to perform.

Self

________- actualization: drive to become what a person is capable of becoming.

Job engagement

________: investment of employees physical, cognitive and emotional energies into job performance.

higher performance

Goal- setting theory: theory which says that specific and difficult goals, with feedback, lead to ________.

Expectancy theory

________: theory which says that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.

McClellands theory of needs

________: theory which states that achievement, power and affiliation are three important needs that help explain motivation.

Informational justice

________: degree to which employees are provided truthful explanations for decisions.

Motivation

Processes that account for an individual’s intensity, direction and persistence and effort towards attaining a goal

Hierarchy of needs theory

Hierarchy of five needs - psychological, safety, social, esteem and self-actualization in which, as each need is substantially satisfied, the next need becomes dominant

Lower-order needs

Needs satisfied extremely such as psychological and safety needs

Self-actualization

Drive to become what a person is capable of becoming

Higher-order needs

Needs satisfied internally such as social, esteem and self-actualization needs

Theory X

Assumption that employees dislike work, are lazy, dislike responsibility and must be coerced to perform

Theory Y

Assumption that employees like work, are creative, seek responsibility and can exercise self-direction

Two-factor theory

Theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction. Also called motivation-hygiene theory

Hygiene factors

Factors such as company policy and administration, supervision and salary that when adequate in a job, placate workers. When these factors are adequate, people will not be dissatisfied

McClelland’s theory of needs

Theory which states that achievement, power and affiliation are three important needs that help explain motivation

Need for achievement (nAch)

Drive to excel, to achieve in relation to a set of standards. and to strive to succeed

Need for power (nPow)

Need to make others behave in a way in which they would not have behaved otherwise

Need for affiliation (nAff)

Desire for friendly and close interpersonal relationships

Self-determination theory

Theory of motivation that is concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation

Cognitive evaluation theory

Version of self-determination theory which holds that allocating extrinsic rewards for behavior that had been previously intrinsically rewarding tends to decrease the overall level of motivation if the rewards are seen as controlling

Self-concordance

Degree to which peoples reasons for pursuing goals are consistent with their interests and core values

Job engagement

Investment of employees physical, cognitive and emotional energies into job performance

Goal-setting theory

Theory which says that specific and difficult goals, with feedback, lead to higher performance

Promotion focus

Self-regulation strategy that involves striving for goals through advancement and accomplishment

Prevention focus

Self-regulation strategy that involves striving for goals by fulfilling duties and obligations

Management by objectives (MBO)

Program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress

Self-efficacy theory

Individual’s belief that he/she is capable of performing a task

Reinforcement theory

Theory that says that behavior is a function of its consequences

Equity theory/organizational justice

Theory which says that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities

Organizational justice

Overall perception of what is fair in the workplace, composed of distributive, procedural, informational and interpersonal justice

Distributive justice

Perceived fairness of the amount and allocation of rewards among individuals

Procedural justice

Perceived fairness of the process used to determine the distribution of rewards

Informational justice

Degree to which employees are provided truthful explanations for decisions

Interpersonal justice

Degree to which employees are treated with dignity and respect

Expectancy theory

Theory which says that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual

Effort-performance relationship

Probability perceived by the individual that exerting a given amount of effort will lead to performance

Performance-reward relationship

Degree to which individual believes that performing at a particular level will lead to the attainment of a desired outcome

Rewards-personal goals relationship

Degree to which organizational rewards satisfy an individual’s personal goals or needs and the attractiveness of those potential rewards for the individual