BUS 275 CH 13
Self efficacy
A persons's belief about his or her ability to perform a behavior successfully.
_______ proposes that all people seek to satisfy five basic kinds of needs: physiological needs, safety needs, belongingness needs, esteem needs, and self-actualization needs.
Abraham Maslow's hierarchy of needs theory
Informational justice
An employee's perception of the extent to which his or her manager provides explanations for decisions and the procedures used to arrive at them.
Distributive Justice
An employee's perception of the fairness of the distribution of outcomes (such as promotions, pay, job assignments, and working conditions) in an organization.
Interpersonal justice
An employee's perception of the fairness of the interpersonal treatment he or she receives from whoever distributes outcomes to him or her
Procedural justice
An employee's perception of the fairness of the procedures used to determine how to distribute outcomes in an organization
Outcome
Anything a person gets from a job or an organization.
According to _______ theory, employees will be motivated to perform at a high level and attain their work goals to the extent that high performance and goal attainment allow them to obtain outcomes they desire.
B.F. Skinner's operant conditioning
Piece rate pay plans
Based on the number of units each employee produces.
_______ identified three universal categories of need: existence, relatedness, and growth.
Clayton's Alderfer's ERG theory
Learning
Defined as a relatively permanent change in a person's knowledge or behavior that results from active or experience.
Operant conditioning theory
Developed by B.F. Skinner. People learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead to undesired consequences.
Positive reinforcement
Gives people outcomes they desire when they perform organizationally functional behaviors.
Vicarious learning
Often called observational learning. Occurs when a person (the learner) becomes motivated to perform a behavior by watching another person (the model) performing the behavior and being positively reinforced for doing so.
In Maslow's hierarchy, managers must first ensure a person's _______ needs are fulfilled in order to have a motivated workforce.
Physiological
When an organization bases employees' pay on the number of units each employee produces, it is using a(n) _______ plan.
Piece-rate plan
According to McClelland, the need for _______ is the extent to which an individual desires to control or influence others.
Power
Social learning theory
Proposes that motivation results not only from direct experience of rewards and punishments but also from a person's thoughts and beliefs.
Motivation
Psychological forces that determine the direction of a person's behavior in an organization, a person's level of effort, and a person's level of persistence.
_______ theory expands a manager's understanding of motivation to include the effects of a person's thoughts and beliefs.
Social Learning theory
The Motivation Equation
The alignment between employees and organizational goals as a whole.
Learning theories
Theories that focus on increasing employee motivation and performance by linking the outcomes that employees receive to the performance of desired behaviors and the attainment of goals.
Equity Theory
Theory of motivation that concentrates on people's perceptions of the fairness of their work outcomes relative to, or in proportion to, their work inputs. Formulated by J. Stacy Adams. Stresses what is relative rather than absolute.
Merit pay plan
a compensation plan that bases pay on performance
Equity
a condition in which people receive from a relationship in proportion to what they give to it. Exists when people perceive their own outcome-input ratio to be equal to a referent's outcome.
Goal Setting Theory
a theory that says that specific and difficult goals, with feedback, lead to higher performance
According to McClelland, an employee with a strong desire to perform tasks well and meet personal standards for excellence has the need for
achievement
Punishment
administering an undesired or negative consequence when dysfunctional behavior occurs
Self reinforcers
any desired or attractive outcome or reward that a person gives to himself or herself for good performance
Input
anything a person contributes to his or her job or organization
Colin believes that he works harder than many of his coworkers and yet knows he is being paid less. Colin is likely to be motivated to
ask for a raise or promotion
Intrinsically Motivated Behavior
behavior that is performed for its own sake; the source of motivation is actually performing the behavior, and motivation comes from doing the work itself. Jobs that are interesting and challenging or high on the five characteristics described by the job characteristics model are more likely to lead to intrinsic motivation than are jobs that are boring or do not use a persons skill and abilities.
Extrinsically motivated behavior
behavior that is performed to acquire material of social rewards or to avoid punishment: the source of motivation is the consequences of the behavior, not the behavior itself.
Pro-socially motivated behavior
behavior that is performed to benefit or help others.
According to the expectancy theory, motivation is high when people
believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes.
Extinction
curtailing the performance of dysfunctional behaviors by eliminating whatever is reinforcing them
According to the expectancy theory, a manager wanting to motivate using instrumentality should
define an incentive plan that links greater outcomes to higher performance
Negative reinforcement
eliminating or removing undesired outcomes when people perform organizationally functional behaviors
_______ theory considers how managers can ensure that organization members focus their inputs on achieving high performance and accomplishing organizational targets.
goal setting theory
Carol is a manager who believes that carefully monitoring and maintaining control over employees is more important than maintaining cordial relationships with them. According to McClelland's needs theory, Carol has a
high need for power and low need for affiliation
To help his company achieve its sales goals, Jason puts in a lot of extra time at the office. This effort is considered a(n)
input
When Alex sees his company stock rising and referenced in industry magazines as a market leader, he feels a great sense of accomplishment and achievement. Alex is motivated
intrinsically
According to McClelland, the need for affiliation is the extent to which an individual
is concerned about maintaining good interpersonal relationships
Behavior is considered extrinsically motivated if it is driven by the desire for
material gain
_______ explains what drives or will drive people to achieve organizational goals and is therefore central to effective management.
motivation
A(n) _______ is a requirement for survival and well-being.
need
Valence
the attractiveness or desirability of a reward or outcome; how desirable the outcomes from a job are to a person.
Expectancy
the perceived relationship between effort and performance; theory suggests that motivation is high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes. Managers can boos expectancy through expressing confidence in their subordinates' capabilities.
Organizational behavior modification (OB MOD)
the systematic application of operant conditioning techniques to promote the performance of organizationally functional behaviors and discourage the performance of dysfunctional behaviors.
Inequity
unfairness.
According to the expectancy theory, the term _______ refers to how desirable each of the outcomes available from an organization is to a person.
valence