Employee behavior and motivation
telecommuting
form of flextime that allows people to perform some or all of a job away from standard office settings
"Big five" personality traits
five fundamental personality traits especially relevant to organizations
job enrichment
method of increasing job satisfaction by adding one or more motivating factors to job activities
work sharing (job sharing)
method of increasing job satisfaction by allowing two or more people to share a single full-time job
punishment
unpleasant consequences of an undesirable behavior
individual differences
Personal attributes that vary from one person to another
personality
Relatively stable set of psychological attributes that distinguish one person from another.
absenteeism
an employee's not showing up for work
organizational commitment
an individual's identification with the organization and its mission
turnover
annual percentage of an organization's workforce that leaves and must be replaced
counterproductive behavior
behaviors that detract from organizational performance
job satisfaction
degree of enjoyment that people derive from performing their jobs
emotional intelligence (emotional quotient, EQ)
extent to which people are self-aware, can manage their emotions, can motivate themselves, express empathy for others, and possess social skills
flextime programs
method of increasing job satisfaction by allowing workers to adjust work schedules on a daily or weekly basis
job redesign
method of increasing job satisfaction by designing a more satisfactory fit between workers and their jobs
participative management and empowerment
method of increasing job satisfaction by giving employees a voice in the management of their jobs and the company
attitudes
person's belief and feelings about specific ideas, situations, or people
organizational citizenship
positive behaviors that do not directly contribute to the bottom line
positive reinforcement
reward that follows desired behaviors
psychological contract
set of expectations held by an employee concerning what he or she will contribute to an organization (referred to as contributions) and what the organization will in return provide the employee (referred to as inducements)
motivation
set of forces that cause people to behave in certain ways
management by objectives (MBO)
set of procedures involving both managers and subordinates in setting goals and evaluating progress
Hawthorne effect
tendency for productivity to increase when workers believe they are receiving special attention from management
person-job fit
the extent to which a person's contributions and the organization's inducements match one another
employee behavior
the pattern of actions by the members of an organization that directly or indirectly influences the organization's effectiveness
classical theory of motivation
theory holding that workers are motivated solely by money
hierarchy of human needs model
theory of motivation describing five levels of human needs and arguing that basic needs must be fulfilled before people work to satisfy higher-level needs
two-factor theory
theory of motivation holding that job satisfaction depends on two factors, hygiene and motivation
expectancy theory
theory of motivation holding that people are motivated to work toward rewards that they want and that they believe they have a reasonable chance of obtaining
theory y
theory of motivation holding that people are naturally energetic, growth-oriented, self-motivated, and interested in being productive
theory x
theory of motivation holding that people are naturally lazy and uncooperative
equity theory
theory of motivation holding that people evaluate their treatment by the organization relative to the treatment of others
performance behavior
total set of work-related behaviors that the organization expects employees to display
