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Definition
| directly effects performance; processes that account for an individual's intensity, direction, and persistence of effort toward attaining a goal |
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| Managers believe employees inherently dislike work and must therefore be directed or even coerced into performing it. (employees dislike work, are lazy, dislike responsibility |
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| managers assume employees can view work as being as natural as rest or play and therefore the average person can learn to accept and even seek responsibility |
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| Maslow's hierarchy of needs theory |
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Definition
5 needs: physiological; safety; social; esteem; self-actualization
a substantially satisfied need no longer motivates, thus as each needs becomes satisfied the next one becomes dominant |
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| social, esteem, self-actualization |
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| hunger, thirst, shelter, sex, other bodily needs |
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| security and protection from physical and emotional harm |
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| affection, belongingness, acceptance, friendship |
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| internal factors such as self-respect, autonomy, and achievement, and external factors such as status, recognition and attention |
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| drive to become what we are capable of becoming, includes growth, achieving our potential, and self-fulfillment |
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| Herzberg's two-factor theory |
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Definition
aka motivation-hygiene theory; individual's relationship to work is basic and that attitude toward work can very well determine success or failure
hygiene factors - company policy and administration, supervision and salary, when adequate people will not be dissatisfied
recognition problems can get someone from neutral to satisfy |
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Term
| McClelland's theory of need |
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Definition
| states achievement, power, and affiliation are three important needs that help explain motivation |
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| drive to excel, to achieve in relation to a set of standards, to strive, to succeed |
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| need to make others behave in a way in which they would not have behaved otherwise |
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| desire for friendly and close interpersonal relationships |
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| self-determination theory |
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Definition
people prefer to feel they have control over their actions, so anything that makes a previously enjoyed task feel more like an obligation than a freely chosen activity will undermine motivation
theory of motivation concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation |
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Definition
specific and difficult goals, with feedback, lead to higher performance; three assumptions: goal is achievable; wants to achieve it; goal commitment
people motivated by difficult goals - challenging goals help focus get attention; difficult goals energize us to work harder to attain them; people persist in trying to attain difficult goals |
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Definition
| emphasizes particpatively set goals that are tangible, verifiable, and measurable |
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| individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities |
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Term
| four viewpoints of equity theory |
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Definition
| other inside; other outside; self at same job in past; way being treated |
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| four changes to equity theory |
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Definition
| change input; change outcome (ask for pay raise); distort perception of self; distort perception of others |
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| perceived fairness of the amount and allocation of rewards among individuals |
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| perceived fairness of the process used to determine the distribution of rewards |
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| perceived degree to which an individual is treated with dignity, concern, and respect |
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| overall perception of what is fair in the workplace, composed of distributive, procedural, and interactional justice |
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Definition
| theory that says that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual |
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| 3 relationships of expectancy theory |
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Definition
| effort-performance relationship; performance-reward relationship; rewards-personal goals relationship |
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| aka operant conditioning; theory that says that behavior is a function of its consequences |
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| people can learn through direct experience and observation |
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| participative process that uses the input of employees and is intended to increase employee commitment to an organization's success |
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| participative management and representative participation |
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Definition
| two major forms of employee involvement programs |
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Definition
| process in which subordinates share a significant degree of decision-making power with their immediate superiors |
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| representative participation |
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Definition
| a system in which workers participate in organizational decision making through a small group of representative employees |
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| pay plans that bases a portion of an employee's pay on some individual and/or organizational measure of performance |
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| skill based pay is connected to |
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Definition
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| piece-rate pay is connected to |
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| benefits plan that allows each employee to put together a benefits package individually tailored to his or her own needs and situation |
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Term
| recognition program and examples of |
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Definition
intrinsic rewards; range from spontaneous and private thank-you to widely publicized formal programs
short-term:financial::long-term:non-financial
employee of the month; special parking for student; |
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Term
Skill variety
task identity
task significance
autonomy
feedback |
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Definition
| 5 characteristics of Job Characteristics Model |
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Definition
| degree to which a job requires a variety of different activities |
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| degree to which a job requires completion of a whole and identifiable piece of work |
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| degree to which a job has a substantial impact on the lives or work of other people |
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Term
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| degree to which a job provides substantial freedom and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out |
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Term
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Definition
| degree to which carrying out the work activities required by a job results in the individual obtaining direct and clear information about the effectiveness of his or her performance |
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| periodic shifting of an employee from one task to another |
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Definition
| vertical expansion of jobs, which increases the degree to which the worker controls the planning, execution, and evaluation of the work |
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| flexible work hours; accommodating for families |
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| arrangement allowing two or more people to split a traditional 40-hour-a-week job |
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| working from home at least two days a week on a computer that is linked to the employer's office |
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Definition
command groups; task groups
designated work group defined by an organization's structure |
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Definition
interest group; friendship group
group that is neither formally structured nor organizationally determined; such a group appears in response to the need for social contact |
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| perspective that considers when and why individuals consider themselves members of groups |
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| perspective in which we see members of our ingroup as better than other people, and people not in our group as all the same |
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| 5-stage group-development model |
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Definition
| five distinct stages groups go through: forming, storming, norming, performing, adjourning |
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| punctuated-equilibrium model |
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Definition
set of phases that temporary groups go through that involves transitions between inertia and activity
phase 1: group blindly follows original direction
phase 2: bursts of accelerated activity |
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| set of expected behavior patterns attributed to someone occupying a given position in a social unit |
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| individual's view of how he or she is supposed to act in a given situation |
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| how others believe a person should act in a given situation |
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| situation in which an individual is confronted by divergent role expectations |
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| how others perceive the role (psychological contract) |
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| acceptable standards of behavior within a group that are shared by the group's members |
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| adjustment of one's behavior to align with the norms of the group |
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| socially defined position or rank given to groups or group members by others |
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| degree to which group members are attracted to each other and are motivated to stay in the group |
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| tendency for individuals to expend less effort when working collectively than when working individually |
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Definition
| phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action; happens when work together for a long time |
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Definition
| change in decision risk between a group's decision and an individual decision that a member within the group would make; the shift can be toward either conservatism or greater risk |
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| cohesiveness/performance norms and productivity |
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Definition
| h/h - high prod; h/l or l/h - low prod; l/l - mod to low prod |
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Definition
| all teams are groups, not all groups are teams; work team is special type of group; work team generates positive synergy (major difference) |
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Definition
| problem solving (5-12); self-managed (10-15); cross-functional; virtual |
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Definition
| group whose individual efforts result in performance that is greater than the sum of the individual inputs |
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Term
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Definition
| group that interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility |
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Term
| three ways to shape individuals in to team players |
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Definition
selection - pick people that are wanting to be part of a team
training - creating team players
rewarding - making sure people are rewarded at the group level instead of individual level |
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Term
| creating an effective work team |
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Definition
context - resources, leadership, climates of trust, performance evaluation and reward systems
composition - member abilities, personality, roles, diversity, team size, member flexibility/preferences
process - common purpose, specific goals, team efficiency, conflict levels, social loafing |
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