Chapter 12 Motivating Employees
Clayton Alderfer
ERG theory
J. Stacey Adams
Equity Theory
Edwin Locke and Gary Latham
Goal setting theory
Frederick Herzberg
Two-factor Theory
David McClelland
acquired needs theory
Process Perspectives
are concerned with the thought processes by which people decide how to act.
Needs
are defined as a physiological or psychological deficiencies that arouse behavior.
Hygiene Factors
are factors associated with job dissatisfaction, such as salary, working conditions, interpersonal relationships, which all affect the job context in which people work.
Motivating Factors
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.
Existence needs
are the desire for physiological and material well-being.
Growth Needs
are the desire to grow as human beings and to use our abilities to their fullest potential.
Relatedness Needs
are the desire to have meaningful relationships with people who are significant to us.
Outputs
are the rewards that people receive from an organization: pay, benefits, praise, recognition, bonuses, promotions, status perquisites.
Content perspectives
are theories that emphasize the needs that motivate people.
ERG theory
assumes that three basic needs influence behavior: existence, relatedness, and growth.
Pay for performance
bases on one's results
Stock options
certain employees are given the right to buy stock at a future date for discounted price.
Job enrichment
consists of building into a job motivating factors as responsibility, achievement, recognition, stimulating work, and advancement.
Job enlargement
consists of increasing the number of tasks in a job to increase variety and motivation.
Motivation
defined as the psychological processes that arouse and direct goal-directed behavior.
Task Significance
describes the extent to which a job affects the lives of other people weather inside or outside the organization.
Autonomy
describes the extent to which a job allows an employee to make choices about scheduling different tasks and deciding how to perform them.
Task identity
describes the extent to which a job requires a worker to perform all the tasks needed to complete the job from beginning to end.
Feedback
describes the extent to which workers receive clear, direct information about how well they are performing the job.
Victor Vroom
expectancy theory
Sales commission
in which sales representatives are paid a percentage of the earnings the company made from their sales.
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.
Gain Sharing
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 profits.
Job Design
is the division of an organization's work among its employees and the application of motivational theories to jobs to increase satisfaction and performance.
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 other for performing a 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 consequence in order 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.
Love needs
love, friendship, and affection
Physiological needs
most basic of physical needs, in which one is concerned with having food, clothing, shelter, and comfort.
Esteem needs
self-respect, status, reputation, recognition, and self-confidence.
Acquired needs theory
states the three needs: achievement, affiliation, and power, are major motives determining people's behavior in the workplace.
Goal Setting Theory
suggests that employees can be motivated by goals that are specific and challenging but achievable.
Expectancy theory
suggests that people are motivated by two things: how much they want something and how likely they think they are to get it.
Job characteristics
the employee's motivation, performance, and satisfaction.
Self-actualization needs
the highest level of need, self-fulfillment, the need develop one's fullest potential, to become the best one is capable of being.
Job simplification
the process of reducing the number of tasks a worker performs.
Pay for knowledge
ties employee pay to the number of job-relevant skills or academic degrees they earn.
Inputs
what people give to an organization: time, effort, training, experience, intelligence, creativity, seniority, status.
Reinforcement theory
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.
Two-factor Theory
which proposed that work satisfaction and dissatisfaction arise from two different factors: work satisfaction from motivating factors and work dissatisfaction from hygiene factors.
Hierarchy of needs theory
which proposes that people are motivated by five levels of needs : physiological, safety, love, esteem, and self-actualization.
Piece rate
in which employees are paid according to how much output they produce.
Need for affiliation
A need for close relationships. Example social approval.
Equity Theory
focuses on employee perceptions as to how fairly they think they are being treated compared to others.
Abraham Maslow
hierarchy of needs.
Safety needs
person is concerned with avoiding violence and threats, and looking for emotional security.
Edward L. Thorndike and B.F. Skinner
reinforcement theory