Chapter 7 Flashcards
(24 cards)
Motivation
The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.
Hierarchy of Needs Theory
Abraham Maslow’s hierarchy of five needs—physiological, safety, social, esteem, and self-actualization—in which, as each need is substantially satisfied, the next need becomes dominant.
Two-factor Theory
A theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction. Also called motivation-hygiene theory.
Hygiene Factors
Factors—such as company policy and administration, supervision, and salary—that, when adequate in a job, placate workers. When these factors are adequate, people will not be dissatisfied.
McClelland’s theory of needs
A theory that states achievement, power, and affiliation are three important needs that help explain motivation.
Self-Determination Theory
A theory of motivation that is concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation.
Cognitive Evaluation Theory
A version of self-determination theory in which allocating extrinsic rewards for behavior that had been previously intrinsically rewarding tends to decrease the overall level of motivation if the rewards are seen as controlling.
Self-Concordance
The degree to which people’s reasons for pursuing goals are consistent with their interests and core values.
Goal-Setting Theory
A theory stating that specific and difficult goals, with feedback, lead to higher performance.
Promotion focus
A self-regulation strategy that involves striving for goals through advancement and accomplishment.
Prevention Focus
A self-regulation strategy that involves striving for goals by fulfilling duties and obligations.
Management by Objectives (MBO)
A program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress.
Self-Efficacy Theory
An individual’s belief that he or she is capable of performing a task. You can increase Self Efficacy through:
Enactive mastery.
Vicarious modeling.
Verbal persuasion.
Arousal.
Reinforcement Theory
A theory suggesting that behavior is a function of its consequences. Reinforcement theorists see behavior as environmentally caused.
Behaviorism
A theory stating that behavior follows stimuli in a relatively unthinking manner.
Social-Learning Theory
The view that we can learn through both observation and direct experience.
Expectancy Theory
A theory stating 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.
Equity Theory
A theory stating that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities. Based on equity theory, employees who perceive inequity will make one of six choices:
Change inputs (exert less effort if underpaid or more if overpaid).
Change outcomes (individuals paid on a piece-rate basis can increase their pay by producing a higher quantity of units of lower quality).
Distort perceptions of self (“I used to think I worked at a moderate pace, but now I realize I work a lot harder than everyone else”).
Distort perceptions of others (“Mike’s job isn’t as desirable as I thought”).
Choose a different referent (“I may not make as much as my brother-in-law, but I’m doing a lot better than my Dad did when he was my age”).
Leave the field (quit the job).
Organizational Justice
An overall perception of what is fair in the workplace, composed of distributive, procedural, informational, and interpersonal justice.
Distributive Justice
Perceived fairness of the amount and allocation of rewards among individuals.
Procedural Justice
The perceived fairness of the process used to determine the distribution of rewards. If outcomes are favorable and individuals get what they want, they care less about the process, so procedural justice doesn’t matter as much when distributions are perceived to be fair. It’s when outcomes are unfavorable that people pay close attention to the process. If the process is judged to be fair, then employees are more accepting of unfavorable outcomes.
Informational Justice
The degree to which employees are provided truthful explanations for decisions.
Interpersonal Justice
The degree to which employees are treated with dignity and respect.
Job Engagement
The investment of an employee’s physical, cognitive, and emotional energies into job performance.
