Chapter 12 Admin Mgmt

Content perspectives

also known as need-based perspectives, are theories that emphasize the needs that motivate people

Bonuses

are cash awards given to employees who achieve specific performance objectives

Process perspectives

are concerned with the thought processes by which people decide how to act

Needs

are defined as physiological or psychological deficiencies that arouse behavior

Hygiene factors

are factors associated with job dissatisfaction--such as salary, working conditions, interpersonal relationships, and company policy--all of which affect the job context in which people work

Pay by performance

bases pay on one's results

Stock Options

certain employees are given the right to buy stock at a future date for a discounted price

Job enlargement

consists of increasing the number of tasks in a job to increase variety and motivation

ERG theory

developed by Clayton Alderfer in the late 1960s; assumes that three basic needs influence behavior--existence, relatedness, and growth

Job characterstics

developed by researchers J. Richard Hackman and Greg Oldman, this model of design is an outgrowth of job enrichment; consists of (a) five core job characteristics that affect (b) three critical psychological states of an employee that in turn affect (c) work outcomes--the employee's motivation, performance, and satisfaction

Equity theory

focuses on employee perceptions as to how fairly they thing they are being treated compared with others; developed by J. Stacey Adams

Piece rate

in which employees are paid according to how much output they produce

Sales commision

in which sales representatives are paid by percentage of the earnings the company made from their sales

Expectancy theory

introduced by Victor Vroom; 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

Job design

is (1) the division of an organization's work among its employees and (2) the application of motivational theories to jobs to increase satisfaction and performance

Reinforcement

is anything that causes a given behavior to be repeated or inhibited

Expectancy

is the belief that a particular level of effort will lead to a particular level of performance

Gainsharing

is the distribution of savings or "gains" to groups of employees who reduced costs and increased measurable productivity

Profit sharing

is the distribution to employees of a percentage of the company's profts

Instrumentality

is the expectation that successful performance of the task will lead to the outcome desired

Extrinsic reward

is the payoff, such as money, that a person receives from others for performing a particular task

Negative reinforcement

is the process of strengthening a behavior by withdrawing something negative

Punishment

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

Intrinsic reward

is the satisfaction, such as a feeling of accomplishment, that a person receives from performing the particular task itself

Positive reinforcement

is the use of positive consequences to strengthen a particular behavior

Extinction

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

Valence

is value, the importance a worker assigns to the possible outcome or reward

Motivation

may be defined as the psychological processes that arouse and direct goal-directed behavior

Motivating factors

or simply motivators, are factors associated with job satisfaction--such as achievement, recognition, responsibility, and advancement--all of which affect the job content or the rewards of work performance

Reinforcement theory

pioneered by Edward L. Thorndike and B. F. Skinner; which 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

Job enrichment

practical application of Herzberg's two-factor theory of job satisfaction; consists of building into a job such motivating factors as responsibility, achievement, recognition, stimulating work, and advancement

Goal-setting theory

suggests that employees can be motivated by goals that are specific and challenging but achievable; according to psychologists Edwin Locke and Gary Latham

Job simplification

the process of reducing the number of tasks a worker performs

Pay for knowledge

ties employee pay to the number of job-related skills or academic degrees they earn

Hierarchy of needs theory

which proposes that people are motivated by five levels of needs: (1) physiological, (2) safety, (3) love, (4) esteem, and (5) self-actualization

Acquired needs theory

David McClelland; which states that three needs--achievement, affiliation, and power--are major motives determing people's behavior in the workplace

Two-factor theory

Frederick Herzberg; which proposed that work satisfaction and dissatisfaction arise from two different factors--work satisfaction from motivating factors and work dissatisfaction from hygiene factors.