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| forces that energize, direct, and sustain a person's efforts |
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| To motivate people, managers must: |
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| join the organization, remain in the organization, come to work regularly, perform |
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| motivation theory stating that people have conscious goals that energize them and direct their thoughts and behaviors toward a particular end. |
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| targets that are particularly demanding, sometimes even thought to be impossible: vertical, aligned with current activities, horizontal, involve development |
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| states that behavior is a function of its consequences, that behaviors followed by positive consequences will occur more frequently, and that behaviors followed by negative consequences, or not followed by positive consequences, will occur less frequently. |
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| law formulated by Edward Thorndike in 1911 stating that behavior that is followed by positive consequences will likely be repeated |
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| positive consequences that motivate behavior |
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| applying consequences that increase the likelihood that a person will repeat the behavior that led to it |
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| removing or withholding an undesirable consequence |
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| administering aversive consequence |
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| withdrawing or failing to provide a reinforcing consequence |
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| people will be motivated to the extent to which they believe that their effort will lead to good performance, that good performance will be rewarded, and they will be offered attractive rewards, people make conscious choices about their motivation |
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| Employees' perception of the likelihood that their efforts will enable them to attain their performance goals |
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| the perceived likelihood that performance will be followed by a particular outcome |
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| the value an outcome holds for the person contemplating it: positive or negative |
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| physical or psychological requirements that must be met to ensure survival and well being |
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| creates an uncomfortable, internal state of tension that must be resolved |
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| a conception of human needs organizing needs into a hierarchy of 5 major types: Sefl-actualization, Ego, Social, Safety, Physiological |
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| human needs theory postulating that people have 3 basic sets of needs that can operate simultaneously |
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| all material and physiological desires |
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| involve relationships with other people and are satisfied through the process of mutually sharing thoughts of feelings |
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| motivate people to productively or creatively change themselves or their environment |
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| characterized by strong orientation toward accomplishment and an obsession with success and goal attainment |
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| reflects a strong desire to be liked by other people |
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| a desire to influence or control other people: Personalized, Socialized |
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| rewards given to a person by the boss, the company, or some other person |
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| reward a worker derives directly from performing the job itself |
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| periodically moving workers from one specialized job to another |
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| increasing the number of tasks performed by a worker |
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| adding more tasks and authority an employee's job |
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| characteristics of the workplace, such as company policies, working conditions, pay, co-workers, and supervision, that can make people dissatisfied |
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| factors that make a job more motivating, such as the nature of work itself, additional job responsibilities, opportunities for personal growth and recognition, and feeling of achievement |
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| independence and discretion in making decisions |
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| information about job performance |
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| degree to which individuals want personal and psychological development, person's growth need strength will help determine just how effective a job enrichment program might be |
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| process of sharing power with employees, thereby enhancing their confidence in their ability to perform their jobs and their belief that they are influential contributors to the organization |
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| theory stating that people assess how fairly they have been treated according to two key factors: outcomes and inputs |
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| using far process in decision making and making sure others know that the process was as fair as possible |
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| Quality of Work Life Programs |
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Definition
| programs designed to create a workplace that enhances employee well-being |
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| set of perceptions of what employees owe their employers, and what their employers owe them |
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