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Definition
| refers to the forces either within or external to a person that arouse enthusiasm and persistence to pursue a certain course of action |
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| Four Foundations of Motivation |
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Definition
| Traditional Approach, Human Relations Approach, Human Resource Approach, and Contemporary Approach |
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Definition
| (economic man) branched from scientific management |
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| (social man) branched from the hawthorne studies |
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Definition
| (whole person) believed that earlier approached tried to manipulate employees through economic or social rewards. |
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Definition
| employee motivation is defined by 3 types of theories: content theories, process theories, and reinforcement theories. |
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Term
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Definition
| stress the analysis of underlying needs |
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| concern the though processes that influence behavior |
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| focus on employee learning of desired work behaviors |
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Term
| Maslow's Hierarchy of Needs Theory (content) |
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Definition
| humans have five basic motivating needs and in order to move up the pyramid, the lower level need has to be satisfied first. |
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a. Basic – food, water, oxygen
b. Organizational – adequate heat, air, and base salary |
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a. Basic – safe and secure physical and emotional environment and freedom from threats
b. Organizational – safe jobs, fringe benefits, and job security |
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a. Basic – desire to be accepted by peers, have friendship, be part of a group, and be loved
b. Organizational – good relationships with coworkers, participation in a work group, and a positive relationship with supervisors |
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Definition
a. Basic – positive self image and receive attention, recognition, and appreciation from others
b. Organizational – recognition, increase in responsibility, high status, and credit for contributions to the organization |
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Definition
a. Basic – self fulfillment: developing full potential, increasing competence, becoming a better person
b. Organizational – providing people with opportunities to grow, be creative, and acquire training for challenging assignments and advancement, |
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Term
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Definition
| modified Maslow's theory into three categories: existence needs, relatedness needs, and growth needs |
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Term
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Definition
| need or physical well being |
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Definition
| need for satisfactory relationships with others |
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Definition
| needs that focus on the development of human potential and the desire for personal growth and increased competence |
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Term
| frustration regression principle |
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Definition
| failure to meet a high order need may trigger regression to a low order need. |
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Term
| Two factor theory (content) |
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Definition
| two factors influence work motivation: hygeine factors and motivators |
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Term
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Definition
| presence or absence of job dissatisfiers such as working conditions, pay, company policies, and interpersonal relationships |
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Definition
| achievement, recognition, responsibility and opportunity for growth |
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Term
| acquired needs theory (content) |
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Definition
| people are not born with these needs but may learn them through life experiences: need for achievement, need for affiliation, and need for power |
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Term
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Definition
| explain how people select behavioral actions to meet their needs and determine wheter their choices were successful |
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Definition
| focuses on individuals perceptions of how fairly they are treated compared with otherse |
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| common methods for reducing perceived inequity |
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Definition
| change inputs, change outcomes, distort perceptions, and leave the job |
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Term
| expectancy theory (process) |
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Definition
| motivation depends on individuals expectations abouth their ability to perform tasks and receive desired rewards. |
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Definition
| determining whether putting effort into a given task will lead to high performance. (ability and opportunity) |
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Term
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Definition
| determining whether successful performance will lead to desired outcome. (high performance = high reward) |
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Term
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Definition
| value of outcomes, or attraction to outcomes, for the individual. |
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Term
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Definition
| specific, challenging goals increase motivation and performance when the goals are accepted by subordinates and these subordinates receive feedback to indicate their progress toward goal achievement: |
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Definition
| is a motivation theory based on the relationship between a given behavior and its consequence |
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Definition
| states that behavior that is positively reinforced tends to be repeated and behavior that is not reinforced tends not to be repeated. |
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Definition
| anything that causes a certain behavior to be repeated or inhibited |
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Definition
| pleasant and rewarding consequence following a desired behavior |
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Definition
| removal of an unpleasant consequence following a desired behavior (negative reinforcement) |
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Definition
| imposition of unpleasant outcome, typically following undesired behavior. |
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Definition
| withdrawal of a positive reward |
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Term
| Schedules of reinforcement |
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Definition
| five basic types: continuous reinforcement, fixed interval, fixed ratio schedule, variable interval schedule, and variable ration schedule |
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Definition
| rewards employees at specific intervals |
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Definition
| reinforcement occurs after a specific number of desired responses |
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| variable interval schedule |
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Definition
| reinforcement is administered at random times that cannot be predicted by the employee |
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Definition
| based on a random number of desired behaviors rather than on variable time periods |
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Definition
| the application of motivational theories to the structure of work for improving productivity and satisfaction. |
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Term
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Definition
| task efficiency by reducing the number of tasks one person must do. It’s based on the principles from scientific management and industrial engineering |
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Term
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Definition
| systematically moves employees from one job to another, thereby increasing the number of tasks an employee performs without increasing the complexity of any one job (variety and stimulation). |
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Term
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Definition
| combines a series of task into one new, broader job to give employees variety and challenge |
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Definition
| a job that incorporates achievement, recognition, and other high level motivators into the work |
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Term
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Definition
| job simplification, job rotation, job enlargement, job enrichment |
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Term
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Definition
| the altering of jobs to increase both the quality of employees work experience and their productivity |
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Term
| job characteristics model |
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Definition
| a model of job design that comprises core job dimensions, critical psychological states, employee growth need strength. |
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Term
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Definition
determine a jobs motivational potential
1.)skill variety
2.)task identity
3.)task significance
4.) autonomy
5.) feedback |
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Term
| critical psychological states |
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Definition
| core job dimensions are more rewarding when individuals experience three psychological states in response to job design. |
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Term
| Skill variety, task identity, task significance |
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Definition
| --> experienced meaningfulness of the work |
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Term
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Definition
| experienced responsibility for outcomes of the work |
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Term
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Definition
| knowledge of the actual results of the work activities |
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Term
| Employee Growth Need Strength |
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Definition
| people have different needs for growth and development. If a person wants to satisfy low level needs, the job characteristics model has less effect. If a person wants to satisfy a high level need, then the model is especially effective. |
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Term
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Definition
| power sharing, the delegation of power or authority to subordinates in an organization. |
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Term
| Four elements of empowering |
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Definition
| information, knowledge, power, and rewards. |
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Term
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Definition
| deployment of organizational resources to achieve strategic goals. |
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Term
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Definition
1. The set of formal tasks assigned to individuals and departments
2. Formal reporting relationships, including lines of authority, decision responsibility number of hierarchical levels, and span of managers’ control
3. The design of systems to ensure effective coordination of employees across departments |
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Term
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Definition
| in a department only perform tasks relevant to their specialized function. Jobs tend to be small but efficient, which leads to job boredom. Sometimes called division of labor. |
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Term
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Definition
| unbroken line of authority that links all persons in an organization. Each employee is held accountable to only one supervisor: unity of command. |
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Term
| Authority->Responsibility =>Accountability->Delegation |
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Definition
1. Authority is vested in organizational positions, not people
2. Authority is accepted by subordinates
3. Authority flows down the vertical hierarchy |
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Term
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Definition
| people in management have formal authority to direct and control immediate subordinates. The line department performs task that reflects the organizations primary goals and missions. |
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Term
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Definition
| narrower and includes the right to advise, recommend, and counsel in their expertise. Staff department perform specialized skills in support of the line department. |
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| Span of Management (control) |
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Definition
| the number of employees reporting to a supervisor. The traditional view is seven subordinates to one manager. |
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Term
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Definition
| decision authority is located near the top of the organization |
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Term
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Definition
| authority is pushed downward to lower organizational levels (the current trend in U.S. and Canada). |
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Term
| Factors that influence centralization vs. decentralization: |
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Definition
1. Greater change and uncertainty in the environment are usually associated with decentralization.
2. The amount of centralization or decentralization should fit the firm’s strategy
3. In times of crisis or risk of company failure, authority may be centralized at the top. |
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Term
| Vertical Functional Approach |
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Definition
| grouping of positions into departments based on similar skills, expertise, work activities, and resource use. |
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Term
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Definition
| departments are grouped together based on organizational outputs. Sometimes called a product structure, program structure, or self contained unit structure. |
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Term
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Definition
| combines aspects of both functional and divisional structures simultaneously in the same part of an organization. It has dual lines of authority, and some employees actually report to two supervisors. In a global matrix, two typical lines of authority are geographic and product. |
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Term
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Definition
| a group of employees from various functional departments that meet as a team to resolve mutual problems. |
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Term
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Definition
| a group of participants from several functions who are permanently assigned to solve ongoing problems of common interest |
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Term
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Definition
| the entire organization is made up of horizontal teams that coordinate their activities and work directly with customers to accomplish the organization’s goals |
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Term
| Virtual Network Structure |
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Definition
| the firm sub contracts most of its major functions to separate companies and coordinates their activities from a small headquarters organization |
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Term
| company’s goal: innovation, differentiation, or flexibility |
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Definition
| horizontal structure allows for those freedoms. Horizontal structures allow companies to adapt quickly to the changing environment, but don’t use resources efficiently. The opposite is true for a functional structure |
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Term
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Definition
| strategy, environment, production technology) influence the organizations structure. |
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Term
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Definition
| mechanical approach focusing on vertical structure |
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Term
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Definition
| organic approach with more focus on horizontal structure |
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Term
| Manufacturing Firm technologies: |
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Definition
| Small batch and unit production, Large batch and mass production, Continuous process production |
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Term
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Definition
| the degree to which machinery is involved in the production to the exclusion of people |
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Term
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Definition
| intangible output and direct contact with customers. Tend to be more organic, flexible and decentralized. |
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Term
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Definition
| flexible and decentralized |
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