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34 Cards in this Set
- Front
- Back
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Motivation |
process by which a person's efforts are energized, directed, and sustained toward attaining a goal |
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_____ is a measure of intensity, drive, and vigor |
energy |
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Maslow's Hierarchy of Needs |
(Top to bottom) - self-actualization -esteem -social -safety -physiological |
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McGregor's Theory X |
assumption that employees dislike work, are lazy, avoid responsibility, and must be coerced to perform |
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McGregor's Theory Y |
assumption that employees are creative, enjoy work, seek, responsibility, and can exercise self-direction |
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Herzberg's Two-Factor Theory |
motivation theory that claims that intrinsic factors are related to job satisfaction & motivation, whereas extrinsic factors are associated with job dissatisfaction |
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______ eliminate job dissatisfaction, but don't motivate |
Hygiene factors |
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_____ increase job satisfaction and motivation |
motivators |
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Achievement, recognition, work itself, responsibility, advancement, and growth are examples of _____ |
motivators |
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Supervision, company policy, relationship w/ supervisor, working conditions, salary, relationship w/ peers, personal life, relationship w/ subordinates, status, and security are examples of _____ |
hygiene factors |
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Three-needs theory |
motivation theory that sites three acquired (non-innate) needs (achievement, power, and affiliation) as major motives in work |
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____ is the drive to succeed and excel in relation to a set of standards |
Need for achievement (nAch) |
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____ is the need to make others behave in a way that they would not have behaved otherwise |
Need for power (nPow) |
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____ is the desire for friendly and close interpersonal relationships |
Need for affiliation (nAff) |
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Goal-setting theory |
proposition that specific goals increase performance and that difficult goals, when accepted, result in higher performance than do easy goals |
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Self-efficacy |
individual's belief that he or she is capable of performing a task |
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Reinforcement Theory |
Theory that behavior is a function of its consequences |
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_____ are consequences immediately following a behavior which increase the probability that the behavior will be repeated |
Reinforcers |
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Equity Theory |
theory that an employee compares his or her job's input-outcome ratio with that of relevant others and then corrects any inequity |
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Referents |
the people, systems, or selves against which individuals compare themselves to assess equity |
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Distributive justice |
perceived fairness of the amount and allocation of rewards among individuals |
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Procedural justice |
perceived fairness of the process used to determine the distribution of rewards |
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Outcomes A/Inputs A < Outcomes B/Inputs B What is the employee's assessment of this situation? |
Inequity (underrewarded) |
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Outcomes A/Inputs A = Outcomes B/Inputs B What is the employee's assessment of this situation? |
Equity |
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Outcomes A/Inputs A > Outcomes B/Inputs B What is the employee's assessment of this situation? |
Inequity (Overrewarded) |
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What are some issues with motivating in tough economic circumstances? |
-economic recession of the last few years was difficult for many organizations -layoffs, tight budgets, minimal or no pay raises, benefit cuts, no bonuses, long hours doing work of those who had been laid off, etc. |
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What are some issues with managing cross-cultural motivational challenges? |
most current motivation theories were developed in U.S. by Americans and about Americans; managers can't automatically assume motivational programs that work in one geographic location are going to work in others |
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compressed workweek |
longer daily hours, but fewer days |
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flexible work hours (flextime) |
specific weekly hours with varying arrival, departure, lunch and break times around certain core hours during which all employees must be present |
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job sharing |
two or more people split a full-time job |
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telecommuting |
employees work from home using computer links |
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Things to think about when motivating professionals |
-they have strong & long-term commitment to their field of expertise
-loyalty is to their profession, not to the employer -have the need to regularly update their knowledge -don't define their workweek as 8:00 am to 5:00 pm |
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Motivating contingent workers |
-opportunity to become permanent employee -opportunity for training -equity in compensation and benefits |
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Motivating low-skilled, minimum-wage employees |
-employee recognition programs -provision of sincere praise |
