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| an employee's attitude toward his or her job, employer, and colleagues |
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| an inner drive that directs a person's behavior toward goals |
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| the study of behavior of individuals and groups in organizational settings |
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| the personal satisfaction and enjoyment feel after attaining a goal |
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| benefits and/or recognition received from someone else |
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| classical theory of motivation |
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| theory suggesting that money is the sole motivator for workers |
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| a theory that arranges the five basic needs of people -- psychological, security, social, esteem, and self-actualization -- into the order in which people strive to satisfy them |
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| aspects of Herzberg's theory of motivation that focus on the work setting and not the content of the work; these aspects need include adequate wages, comfortable and safe working conditions, fair company policies, and job security |
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| aspects of Herzberg's theory of motivation that focus on the content of the work itself; these aspects include achievement, recognition, involvement, responsibility, and advancement |
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| McGregor's traditional view of management whereby it is assumed that workers generally dislike work and must be forced to do their jobs (larger org.s gossipier) |
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| McGregor's humanisitic view of management whereby it is assume that workers like to work and that under proper conditions employees will seek out responsibility to satisfy their social, esteem, and self-actualization needs (smaller org.s more team work) |
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| a management philosophy described by William Ouchi that stresses employee participation in all aspects of company decision making |
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| an assumption that how much people are willing to contribute to an org depends on their assessment of the fairness, or equity, of the rewards they will receive in exchange |
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| assumption that motivation depends not only on how much a person wants something but also on how likely he or she is to get it |
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| strategies managers use to help improve employee motivation: job rotation, job enlargement, job enrichment, flexible scheduling |
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| movement of employees from one job to another in a effort to relieve the boredom often associated with job specialization |
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| the addition of more tasks to a job instead of treating each task as separate |
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| the incorporation of motivational factors, such as opportunity for achievement, recognition, responsibility, and advancement, into a job |
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| the incorporation of motivational factors, such as opportunity for achievement, recognition, responsibility, and advancement, into a job |
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| changing behavior and encouraging appropriate actions by relating the consequences of behavior to the behavior itself |
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| a program that allows employees to choose their starting and ending times, provided that they are at work during a specified core period |
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