Term
|
Definition
| accounts for the level, direction, and persistence of effort expended at work |
|
|
Term
|
Definition
| are physiological, safety, and social needs in Maslow's hierarchy |
|
|
Term
|
Definition
| are esteem and self-actualization needs in Maslow's hierarchy |
|
|
Term
Satisfier Factor
(Frederick Herzberg's two-factor theory) |
|
Definition
| is found in job content, such as a sense of achievement, recognition, responsibility, advancement or personal growth |
|
|
Term
Hygiene Factor
(Frederick Herzberg's two-factor theory) |
|
Definition
| is found in job context, such as working conditions, interpersonal relations, organizational policies and salary |
|
|
Term
| David McClellands Need for Achievement (nAch) |
|
Definition
| is the desire to do something better, to solve problems, or to master complex tasks |
|
|
Term
|
Definition
| is the desire to control, influence, or be responsible for other people |
|
|
Term
|
Definition
| is the desire to establish and maintain good relations with people |
|
|
Term
| Equity theory of motivation |
|
Definition
| perceived inequity is a motivating state |
|
|
Term
expectancy theory
(effort-performance theory) |
|
Definition
| is a person's belief that working hard will result in high task performance |
|
|
Term
instrumentality
(performance-outcome expectancy) |
|
Definition
| is a person's belief that various outcomes will occur as a result of task performance |
|
|
Term
|
Definition
| the value a person assigns to work-related outcomes |
|
|
Term
|
Definition
| are performance targets for individuals or groups |
|
|
Term
|
Definition
| states that behavior followed by pleasant consequences is likely to be repeated; behavior followed by unpleasant consequences is not |
|
|
Term
|
Definition
| is the control of behavior by manipulating its consequences |
|
|
Term
|
Definition
| strengthens behavior by making a desirable consequence contingent on its occurence |
|
|
Term
|
Definition
| strengthens behavior by making avoidance of an undesirable consequence contingent on its occurence |
|
|
Term
|
Definition
| discourages a behavior by making an unpleasant consequence contingent on its occurence |
|
|
Term
|
Definition
| discourages a behavior by making the removal of a desirable consequence contingent on its occurance |
|
|
Term
|
Definition
| positive reinforcement of successive approximations to the desired behavior |
|
|
Term
|
Definition
| the allocation of specific work tasks to individuals and groups |
|
|
Term
|
Definition
| the quantity and quality of task accomplishment by an individual or group |
|
|
Term
|
Definition
| the degree to which an individual feels positively or negatively about a job |
|
|
Term
|
Definition
| employs people in clearly defined and very specialized tasks |
|
|
Term
|
Definition
| the total mechanization of a job |
|
|
Term
|
Definition
| increases task variety by periodically shifting workers between jobs involving different tasks |
|
|
Term
|
Definition
| increases task variety combining into one job two or more tasks previously assigned to separate workers |
|
|
Term
|
Definition
| increases job depth by adding work planning and evaluating duties normally performed by the supervisor |
|
|
Term
|
Definition
| allows a full time 40-hour-a-week job to be completed in less than five days |
|
|
Term
|
Definition
| give employees some choice in the pattern of daily work hours |
|
|
Term
|
Definition
| splits one job between two people |
|
|
Term
|
Definition
| engaging outsiders to complete special tasks or projects |
|
|
Term
|
Definition
| are employed on a part-time basis to supplement a permanent workforce |
|
|
