Term
|
Definition
| Drive to overcome challenges and obstacles in the pursuit of goals |
|
|
Term
|
Definition
| Drive to relate to people on a social basis |
|
|
Term
|
Definition
| Reinforcement accompanying each each correct behavior |
|
|
Term
|
Definition
| Employee motivation for achievement, affiliation, and power |
|
|
Term
|
Definition
| Recognition that employees have different preferences for overreward, equity, or underreward |
|
|
Term
|
Definition
| Employee tendency to judge fairness by comparing their relevent input to the outcomes they recieve, and also comparing this ratio to those of other people |
|
|
Term
|
Definition
| Motivation model, developed by clayton Alderfer, suggesting that there are three need levels- existence, relatedness, and growth |
|
|
Term
|
Definition
| Physiological and security factors |
|
|
Term
|
Definition
| Physiological and security factors |
|
|
Term
|
Definition
| Strength of belief that work-related effort will result in the successful completion of a task (performance) |
|
|
Term
|
Definition
| Theory that motivation is a product of three factors:valence, expectancy, amd instumentality |
|
|
Term
|
Definition
| Withholding of significant positive consequences that were previously provided for a desirable behavior |
|
|
Term
|
Definition
| External rewards that occur apart from work |
|
|
Term
|
Definition
| Concrete formulations of achievements that the organization aims for woithin set periods of time |
|
|
Term
|
Definition
| Establishment of targets and objectives for successful performance. both long-run and short-run |
|
|
Term
|
Definition
| Needs related to the desire of self-esteem and self actualization |
|
|
Term
|
Definition
| Philosophy, developed by Abraham Maslow, that different groups of needs have a specific order of priority among most people, so that one group of needs precedes another in importance |
|
|
Term
|
Definition
| Need levels 3 to 5 (social, esteem, and self-actualization) on the Maslow hierarchy of needs |
|
|
Term
|
Definition
| Conditions that tend to satisfy workers when they exist and dissatisfy workers when they do not exist, but their existence tends not to be strongly motivating also known as "maintenance factors" |
|
|
Term
|
Definition
| All the rich and diverse elements that employees believe they bring, or contribute, to their job |
|
|
Term
|
Definition
| Belief that a reward will be recieved once a task is accomplished |
|
|
Term
|
Definition
| Internal rewards that a person feels when performing a job, so that there is a direct and immediate connection between work and reward |
|
|
Term
|
Definition
| Conditions that relate directly to the job itself and the employee's performance of it, rather than conditions in the environment external to the job |
|
|
Term
|
Definition
| Job conditions in the environment surrounding the job, rather than those directly related to job performance |
|
|
Term
|
Definition
| Tendency of a person to repeat behavior that is accompanied by favorable consequence and not to repeat behavior accompanied by favorable consequences |
|
|
Term
|
Definition
| Needs levels 1 and 2 (physiological and safety/security) on the Maslow hierarchy of needs |
|
|
Term
|
Definition
| Strength of the drive towards an action |
|
|
Term
|
Definition
| Conditions that tends to motivate workers when they exist, but their absence rarely is strongly dissatisfying |
|
|
Term
|
Definition
| Removal of an unfavorable consequence that accompanies behavior |
|
|
Term
| Organizational behavior modification (OB Mod) |
|
Definition
| Behavior modification used in organizations to shape individual behavior through the use of positive and negative consequences |
|
|
Term
|
Definition
| Rewards employees rerceive they get from their job and employer |
|
|
Term
|
Definition
| The act of encouraging learning by reinforcing some correct behaviors on one of four possible schedules |
|
|
Term
|
Definition
| Timely provision of data or judgment regarding task-related results |
|
|
Term
|
Definition
| Timely provision of data or judgement regarding task-related results |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
| observing behavior, inspecting output, or studying documents of performance indicators |
|
|
Term
|
Definition
| Favourable consequence that accompanies behavior and encourages repitition of the behavior |
|
|
Term
|
Definition
| Drive to influence people and change situations |
|
|
Term
|
Definition
| Basic physiological and security needs |
|
|
Term
|
Definition
| Rewards that employees recieve directly as a results of their actions |
|
|
Term
|
Definition
| The assessment, by employees, of the fairness of the "process" by which rewards re administered. This evaluation focuses on two elements -interpersonal treatment and clarity of explanation |
|
|
Term
|
Definition
| Unfavorable consequence that accompanies behavior and discourages repetions of the behavior |
|
|
Term
|
Definition
| Needs that involve the desire of an employee to be understood and accepted |
|
|
Term
|
Definition
| Social and psychyological needs |
|
|
Term
|
Definition
| Rewards that employees receive indirectly, following their primary outcomes |
|
|
Term
|
Definition
| Need to become all that one is capable of becoming |
|
|
Term
|
Definition
| Internal belief that one has the necessary capabilities and competencies to perform a task< fulfill role expectations, or meet a challengening situation successfully |
|
|
Term
|
Definition
| Systematic and progressive application of possitive rienforcement as behavior comes closer to the desired behavior |
|
|
Term
|
Definition
| Systematic and progressive application of possitive rienforcement as behavior comes closer to the desired behavior |
|
|
Term
| Two-factor model of motivation |
|
Definition
| Motivational model mdeveloped by Fredrick Herzberg, which concludes that one set of job conditions (motivators) primarily motivates an employee and produces satisfaction if they are adequate, while a different set (hygiene factors) primarily dissatisfies the employee if they are inadequate |
|
|
Term
|
Definition
| Strength of a person's preference for recieving a reward |
|
|
Term
|
Definition
| The result of a set of internal and external forces that cause an employee to choose a course of action and engage in certain behaviors |
|
|
