Term
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Definition
| the expenditure of effort to accomplish results or the processes that account for an individual's intensity, direction, and persistence of effort towards obtaining a goal |
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Term
1) intensity
2) Direction
3) Persistence |
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Definition
| List the 3 key elements of motivation |
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Definition
| how hard a person tries (effort) |
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Definition
| orientation that benefits the organization (where employees put their focus) |
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Definition
| a measure of how long a person can maintain his/her effort |
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Term
1) Motivated individuals stay w/task long enough to achieve goal.
2) NOT a personal trait- everyone has ability to get motivated
3) the result of the interaction b/t the individual and the situation |
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Definition
| Motivation characteristics (3) |
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Term
1) ability
2) motivation (& effort)
3) opportunity (resources & tools needed) |
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Definition
| Employee performance is a function of...(3) |
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Term
Motivation X Ability = Performance
Ability: skill, technology, roles, situational constraints |
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Definition
| relationship b/t motivation and performance (mathematical formula) |
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Term
Lower to higher order:
1) physiological (deficiency, lower order)
2) security (deficiency, lower order)
3) affiliation (deficiency, lower)
4) self-esteem (growth, higher)
5) self-actualization (growth, higher) |
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Definition
| Abraham Maslow's Need Hierarchy (list needs) |
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Term
1) need to know (learning and growth)
2) Need for aesthetic beauty (pleasing to the eye) |
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Definition
| List the additional 2 Needs |
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Term
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Definition
| reach your potential; satisfied w/life; reach the most in life one is capable of |
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Term
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Definition
| idea of feeling good about self; positive feeling toward yourself |
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Definition
| have relationships w/others, need to interact w/others |
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Definition
1) physical
2) safety- feeling secure in environment; mental health |
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Term
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Definition
| food, water, air- basics needed to live |
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Term
learned at young age (as children):
1) Need for achievement
2) Need for power
3) Need for affiliation |
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Definition
| McClelland's learned needs (3) |
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Term
| Need for achievement (nAch) |
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Definition
desire (need for?) to succeed; drive to excel
Characteristics:
personal achievement rather than rewards
differentiate by desire to do things better
seek personal responsibility for solving problems
want rapid feedback on performance
like moderately challenged goals
dislike succeeding by chance
perform best when they think probability is 50/50
like so set goals that stretch themselves a little |
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Term
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Definition
desire (need for?) to influence and control others; to make others behave in a way they normally wouldn't
Characteristics:
enjoy being in charge
strive for influence over others
prefer competitive and status-oriented situations
concerned w/prestige/influence over performance |
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Term
| Need for affiliation (nAff) |
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Definition
desire (need for) for satisfying relationships
Characteristics:
strive for friendship
prefer cooperative situations
desire relationships w/high moral understanding |
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Term
best managers are high in need for power
best manager are low in need for affiliation |
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Definition
high need to achieve doesn't make good manager
Managers and learned needs (which are important?) |
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Term
1) motivational factors (satisfier-relate to content of job)
2) hygiene factors (dissatisfier- relate to context of job) |
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Definition
| Herzbert's 2-factor theory (describe) |
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Term
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Definition
career advancement
personal growth
recognition
responsibility
achievement
advancement
Presence- positive effect on motivation
Absence- no effect on motivation |
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Term
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Definition
quality of supervision
rate of pay
company policies
working conditions
relations w/others
job security
salary
Presence: no effect on motivation
Absence: negative effect on motivation |
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Term
-all workers seek more responsibility/challenge
-job satisfaction & dissatisfaction factors are separate/distinct from each other
-motivational factors are self-rewarding
-the opposite of satisfaction is "no satisfaction"
-the opposite of dissatisfaction is "no dissatis."
-hygiene factors prevent dissatisfaction but do not necessarily create satisfaction |
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Definition
| Two-factor theory assumptions: |
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Term
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Definition
| external to the person, not desired from within; example: managers can control w/bonuses, employee of the month, etc. |
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Term
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Definition
| internal to the person, derived from within; more motivating; important to oneself; interested in job |
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Term
| give employees more control; having employees see how the product impacts customer |
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Definition
| Examples of increasing intrinsic rewards: |
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Term
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Definition
| employee satisfaction and motivation depend on how fairly employees believe they are treated in comparison to their peers |
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Term
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Definition
outcomes of individual/inputs of indiv. =
outcomes of others/inputs of others |
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Term
Gender
Job qualifications and skills
Education and experience
Effort
Cooperative behavior (ability to work w/others)
Organizational level
Tenure/seniority |
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Definition
| example of inputs (equity theory) |
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Term
Social reward
Pay/compensation
Benefits
Status and recognition
Work that is interesting, has variety, & is fulfilling
Actual pay/perks |
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Definition
| examples of uncontrollable outcomes (equity theory) |
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Term
1) alter the outcomes- ask for raise/promotion
2) alter the inputs- use sick days/don't work hard
3) distort perception- "I'm ok, pay doesn't matter"
4) change reference source- compare to another
5) Quit- ultimate solution |
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Definition
| 5 ways to achieve balance when inequity is perceived... |
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Term
| pay systems and employee retention |
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Definition
| Equity has direct relevance to...(2) |
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Term
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Definition
| building motivation into the job; examples: open book policy, flextime, compressed workweek |
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Term
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Definition
| sharing financial operational and sensitive information w/employees |
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Term
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Definition
| shifting of work hours around a fixed core of hours |
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Term
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Definition
| 4, 10-hour days = 40hr/week w/a 3-day weekend |
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Term
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Definition
| employees are motivated by what they expect will be the consequences of their efforts; helps explain why some workers perform minimum to get by |
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Term
| expectancy- effort-performance relationship |
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Definition
| the probability perceived by the individual that exerting a given amount of effort will lead to performance |
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Term
| instrumentality- performance-rewards relationship |
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Definition
| the degree to which the individual believes that performing at a particular level will lead to the attainment of a desired outcome--rewards have to match person's interests |
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Term
| Valence- Rewards-Personal Goals relationship |
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Definition
| the degree to which organizational rewards satisfy an individual's personal goals or needs and the attractiveness of those potential rewards for the individuals |
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Term
| give regular feedback, recognizing effort, tying it to expected performance outcomes |
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Definition
| how can manager improve expectancy? |
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Term
| consistently reward measurable performance w/appropriate rewards using a system |
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Definition
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Term
| identify rewards that match the personal values, interests, and goals of the employee |
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Definition
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Term
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Definition
| aka self-esteem; one's confidence in their ability to perform work successfully |
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Term
-when goals are self-set, these people set higher goals than others
-more committed to assign goals
- better strategies to attain goals
-respond better to negative feedback |
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Definition
| Characteristics of people w/high self-efficacy |
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Term
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Definition
| theory that states behavior is regulated by values and goals |
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Term
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Definition
| strongly held personal standards or convictions |
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Term
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Definition
| overall conditions that one is trying to achieve (come from values) |
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Term
goals can positively impact motivation if they are:
Specific
Measurable
Agreed upon
Realistic
Timely |
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Definition
| smart goals (define acronym) |
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Term
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Definition
| (type of goal) who is involved, what do you want to accomplish, where, what reasons/purpose, benefits of reaching goal; (identify requirements and constraints, and why) |
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Term
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Definition
| (type of goal) concrete criteria for measuring progress and completion; how will you know goal is reached? |
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Term
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Definition
| (type of goal) worker acceptance; employes must believe they are able to reach the goal |
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Term
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Definition
| (type of goal) within the skills, abilities, and financial capacity of those who will implement the goal |
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Term
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Definition
| (type of goal) defined time limits and set a deadline; action steps or benchmarks are used to measure progress |
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Term
motivation
level of effort needed
level of output (specific goals > generalized ones)
performance (people need feedback)
intentions (formulated into specific goals) |
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Definition
| What do S.M.A.R.T. goals impact? |
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