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| psychological state that exists whenever internal and/or external forces stimulate, direct, or maintain behaviors |
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| understanding motivation focuses on how behaviors of managers influence the satisfaction and motivation of their employees |
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emphasizes the design of jobs - enriched jobs are more motivating than jobs that are narrow in scope |
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| a psychological state that indicates how people feel about their situation, based on their evaluation of the situation |
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| human resource manageent policies and practices are generally an important aspect of the organizational context |
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| individual differences approach |
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| treats motivation and satisfaction as characteristics of individuals |
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| states that managers can direct the performance of their employees by assigning specific, difficult goals that employees accept and are willing to commit to |
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specific measurable achievable realistic time bounded |
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| motivation from inside the person |
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| no longer for fun or love but work now that there is a reward |
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| management by objectives (MBO) |
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| a participative goal-setting technique |
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| behavior is a function of its consequences |
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| using the principles of reinforcement theory to modify employee behaviors (actions) |
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| the absence of any consequence - either positive reinforcement or punishment - following the occurance of a behavior |
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| people tend to choose behaviors that they believe will help them achieve their personal goals (i.e. promotion or job security) and avoid behaviors that they believe will lead to undesirable personal consequences (demotion or criticism) |
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| person's estimate of how likely a certain level of effort will lead to the intended behavior or performance result |
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| a person's perception of how useful the intended behavior or performance is for obtaining desired outcomes (or avoiding undesired outcomes) |
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| the value (weight) that an employee attaches to a consequence |
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| objective aspects of the job design that can be changed to improve the critical psychological states |
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| degree to which the job involves many different work activities or requires several skills and talents |
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| the job involves completing an identifiable piece of work, that is, doing a job with a clear beginning and outcome |
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| the job has a substantial impact on the goals or work of others in the company |
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| the job provides substantial freedom, independence, and discretion in scheduling work and determining the procedures to be used in carrying out tasks |
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| the outcome provides direct and clear information to employees about their performance |
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| the degree of desire for personal challenge, accomplishment, and learning |
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| two separate and distinct aspects of the work context are responsible for motivating and satisfying employees |
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| invented the two-factor theory |
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| the non-task characteristics of the work environment - the organizational context - that create dissatisfaction |
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| aspects of the organizational context that create positive feelings among employees |
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| food, clothing, and shelter, which people try to satisfy before all others (most basic level) |
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| desire for safety and stability, and the absence of pain, threat, illness |
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| desire for friendship, love, and belonging |
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| desire for self-respect, a sense of personal achievement, and the recognition from others |
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| desire for personal growth, self-fulfillment, and the realization of the individual's full potential (top need priority) |
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| satisfaction progression hypothesis |
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Definition
a need motivates until it becomes satisfied until basic needs are satisfied, people won't be concerned with higher level needs |
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| frustration-regression hypothesis |
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Definition
| when an individual is frustrated in meeting higher level needs, the next lower level needs reemerge and again direct behavior |
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