MGMT CH12

the psychological processes that arouse and direct goal directed behavior

payoff a person receives from others for performing a particular task

satisfaction a person receives from performing the particular task itself

theories that emphasize the needs that motivate people

physiological or psychological deficiencies that arouse behavior

proposes that people are motivated by five levels of needs 1. Physiological 2. Safety 3. Love 4. Esteem 5.Self actualization

states that three needs, achievement, affiliation, and power, are major motives determining people's behavior in the workplace 1. Need for achievement- desire to achieve excellence in challenging tasks 2. Need for affiliation- desire for friendly and warm relations with other people 3. Need for power- desire to be responsible for or control other people

assumes that people are driven to try to grow and attain fulfillment, with their behavior and well being influences by three innate needs: competence, autonomy, and relatedness

people need to feel qualified, knowledgeable, and capable of completing a goal or task and to learn different skills (competent jerk)

people need to feel they have freedom and the discretion to determine what they want to do and how they want to do it

people need to feel a sense of belonging, of attachment to others (loveable fool)

proposed that work satisfaction and dissatisfaction arise from two different factors, work satisfaction from so called motivating factors and work dissatisfaction from so called hygiene factors

factors associated with job dissatisfaction which affect the job context in which people work (extrinsic) (dissatisfaction)

factors associated with job satisfaction which affects the job content or the rewards of work performance (intrinsic) (satisfaction)

proposed that work satisfaction and dissatisfaction arise from two different factors, work satisfaction from so called motivating factors and work dissatisfaction from so called hygiene factors

factors associated with job dissatisfaction which affect the job context in which people work (extrinsic) (dissatisfaction)

factors associated with job satisfaction which affects the job content or the rewards of work performance (intrinsic) (satisfaction)

proposed that work satisfaction and dissatisfaction arise from two different factors, work satisfaction from so called motivating factors and work dissatisfaction from so called hygiene factors

factors associated with job dissatisfaction which affect the job context in which people work (extrinsic) (dissatisfaction)

proposed that work satisfaction and dissatisfaction arise from two different factors, work satisfaction from so called motivating factors and work dissatisfaction from so called hygiene factors

concerned with the thought processes by which people decide how to act, how employees choose behavior to meet their needs

focuses on employee perceptions as to how fairly they think they are being treated compared to others ○ Inputs, outputs, comparison ○ Employee perceptions are what count ○ Employee participation helps ○ Having an appeal process helps

suggests that people are motivated by two things: (1) how much they want something and (2) how likely they think they are to get it ○ Expectancy- belief that a particular level of effort will lead to a particular level of performance ○ Instrumentality- expectation that successful performance of the task will lead to the desired outcome ○ Valence- the value a worker assigns to an outcome

1. Goals should be specific 2. Goals should be challenging but achievable 3. Goals should be linked to action plans 4. Goals need not be jointly set to be effective 5. Feedback enhances goal attainment

division of an organization's work among its employees and the application of motivational theories to jobs to increase satisfaction and performance

attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated, whereas behavior with negative consequences tends not to be repeated

use of positive consequences to encourage desirable behavior

process of strengthening a behavior by withdrawing something negative

weakening of behavior by ignoring it or making sure it is not reinforced

process of weakening behavior by presenting something negative or withdrawing something positive

○ Reward only desirable behavior ○ Give rewards as soon as possible ○ Be clear about what behavior is desired ○ Have different rewards and recognize individual differences

○ Piece rate ○ Sales commission ○ Bonuses ○ Profit sharing ○ Gainsharing ○ Stock options ○ Pay for knowledge

○ Flexible workplace ○ Thoughtfulness ○ Work life benefits ○ Surroundings ○ Skill building and educational opportunities ○ Sabbaticals