Ch. 9: Motivating, Satisfying, and Leading Employees

Employee Behavior

The pattern of actions by members of an organization that directly or indirectly influences the organization's effectiveness.

Performance Behaviours

Behaviours directly involved in performing a job.

Organizational Citizenship

Behaviours that provide positive benefits to the organization in more indirect ways.

Counterproductive Behaviours

Behaviours that hurt organizational performance, such as absenteeism and theft.

Turnover

When people quit their jobs.

Personality

The relatively stable set of psychological attributes that distinguish one person from another.

Openness to Experience

Willingness to embrace new ideas and change.

Conscientiousness

Degree of organization, dependability, and work ethic.

Extraversion

Level of sociability, enthusiasm, and assertiveness.

Agreeableness

Tendency to be compassionate and cooperative.

Neuroticism

Frequency of negative emotional states, such as anxiety and insecurity.

Emotional Intelligence

The extent to which people possess social skills, manage their emotions, and express empathy for others.

Locus of Control

The extent to which people believe their behavior has a real effect on what happens to them.

Internal Locus of Control

Belief that individuals control what happens to them.

External Locus of Control

Belief that fate or luck controls what happens to them.

Self Efficacy

A person’s belief about their capabilities to perform a task.

Authoritarianism

The extent a person believes that power and status differences are appropriate within social systems.

Machiavellianism

Behavior designed to gain power and control, often involving manipulation.

Self-Esteem

The extent a person believes they are worthwhile and deserving.

Risk Propensity

The degree a person is willing to take chances and make risky decisions.

Job Satisfaction

The extent to which people have positive attitudes towards their jobs.

Organizational Commitment

An individual’s identification with the organization and its mission.

Psychological Contracts

The set of expectations held by an employee concerning their contributions and what the organization will provide.

Person-Job Fit

The extent to which a person’s contributions and the organization’s inducements match one another.

Extrinsic Motivation

When a worker performs a task to obtain a reward from someone else.

Intrinsic Motivation

When a worker performs a task because it is inherently satisfying.

Classical Theory

Assumes that workers are motivated solely by money.

Theory X

The belief that people are naturally lazy and uncooperative.

Theory Y

The belief that people are naturally energetic, growth-oriented, and self-motivated.

Hierarchy of Human Needs

Proposes that people have different needs they seek to satisfy in their work.

Two Factor Theory

States that job satisfaction and dissatisfaction depend on two separate factors.

Hygiene Factors

Factors related to working conditions that can lead to job dissatisfaction.

Motivation Factors

Factors that can lead to job satisfaction, such as recognition and achievement.

Expectancy Theory

Suggests that people are more motivated to work toward rewards they want and believe they can attain.

Equity Theory

States that motivation levels are influenced by perceptions of how one is treated compared to others.

Reinforcement/Behaviour Modification

A method involving the application of consequences to motivate desired employee behavior.

Goal Setting Theory

Based on research showing that SMART goals increase motivation and performance.

Participative Management and Empowerment

Encouraging workers to contribute ideas and take ownership of their jobs.

Problem Solving Teams

Teams focused on developing solutions to specific organizational problems.

Self Managed Teams

Teams that set their own goals, select their own members, and generally manage themselves.

Job Enrichment and Redesign

Strategies that involve combining tasks and establishing client relationships.

Modified Work Schedules

Flexible work arrangements such as flextime and telecommuting.

Trait Approach to Leadership

Based on the assumption that leaders possess unique traits that distinguish them from non-leaders.

Behavioural Approach to Leadership

Focuses on how effective leaders' behaviours differ from those of less effective leaders.

Situational Approach to Leadership

The view that appropriate leadership behaviour varies from one situation to another.

Transformational Leadership

Set of abilities that helps a leader recognize a need for change and guide that change effectively.

Transactional Leadership

Involves routine activities that are necessary during periods of stability.

Charismatic Leadership

Influence based on the leader’s personal charisma.

Leaders as Coaches

A leadership style where leaders mentor and develop their team members.

Strategic Leadership

Relates leadership to the role of top management and understanding organizational complexities.

Ethical Leadership

Leadership that promotes ethical standards and integrity.

Virtual Leadership

Leadership conducted in virtual environments, adapting to remote management challenges.