AICE Business Chapter 11 — Motivation Flashcards

Scientific management theory

F. W. Taylor's theory suggesting that workers are motivated by money and increased productivity can be achieved through specialization and economic incentives.

Hawthorne Effect

Elton Mayo's concept that workers are motivated by better working conditions and feeling valued.

Hierarchy of Needs

Abraham Maslow's theory proposing that motivation comes from satisfying needs in a specific order: physiological, safety, social, esteem, self-actualization.

Two-Factor Theory

Frederick Herzberg's theory stating that motivation is influenced by motivators (like achievement and recognition) and hygiene factors (like salary and working conditions).

Three Needs Theory

David McClelland's theory that motivation depends on the needs for achievement, affiliation, and power.

Expectancy Theory

Vroom's theory positing that motivation depends on expectancy, instrumentality, and valence (the relationship between effort, performance, and reward).

Valence

The value placed on the reward, whether intrinsic or extrinsic, in Vroom's Expectancy Theory.

Hygiene Factors

Factors such as company policy and salary that prevent employee dissatisfaction but do not motivate.

Motivating Factors

Positive influences that lead to job satisfaction, according to Herzberg.

Job Enrichment

A method involving the provision of more challenging and fulfilling work to motivate employees.

Quality Circles

Groups of employees that meet regularly to discuss and solve workplace problems, originating in Japan.

Team Working

A method of organizing production where work is structured around teams.

Delegation and Empowerment

Giving employees responsibility and authority over their tasks to enhance motivation.

Need for Achievement

Desire to reach challenging goals, as defined by McClelland.

Need for Affiliation

Desire for social relationships and teamwork, as outlined in McClelland's theory.

Need for Power

Desire to control others and influence outcomes, according to McClelland's Three Needs Theory.

Job Rotation

The practice of switching employees between different tasks to reduce monotony and increase variety.

Job Enlargement

Broadening or deepening tasks to reduce boredom and enhance engagement.

Performance-Related Pay

Compensation tied to achieving specific performance targets.

Fringe Benefits

Non-cash rewards given to employees, such as health insurance or a company car.

Poorly Motivated Staff Indicators

Signs like high absenteeism, lateness, and poor performance that reflect employee dissatisfaction.

Highly Motivated Staff Indicators

Signs such as low absenteeism and high productivity indicating employee engagement and satisfaction.

Motivation

The internal or external stimuli that drive an individual's actions toward efficiently completing tasks.

Herzberg's Hygiene Factors

Aspects of the work environment that are necessary to prevent dissatisfaction but do not contribute to job satisfaction.