Chapter 12
goal-setting theory
Employee-motivation approach that employees can be motivated by goals that are specific and challenging but achievable
voice
Employees' upward expression of challenging but constructive opinions, concerns, or ideas on work-related issues to their managers
motivating factors
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
equity theory
In the area of employee motivation, the focus on how employees perceive how fairly they think they are being treated compared with others
stock options
The right to buy a company's stock at a future date for a discounted price
self-determination theory
Theory that assumes that people are driven to try to grow and attain fulfillment, with their behavior and well-being influenced by three innate needs: competence, autonomy, and relatedness
two-factor theory
Theory that proposes that work satisfaction and dissatisfaction arise from two different work factors—work satisfaction from so-called motivating factors and work dissatisfaction from so-called hygiene factors
acquired needs theory
Theory that states that there are three needs—achievement, affiliation, and power—that are the major motives determining people's behavior in the workplace
expectancy theory
Theory that 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
performance goal orientation
a way of demonstrating and validating a competence we already have by seeking the approval of others.
content perspectives
also known as need-based perspectives; theories that emphasize the needs that motivate people.
reinforcement
anything that causes a given behavior to be repeated or inhibited; the four types are positive, negative, extinction, and punishment.
law of effect
behavior with favorable consequences tends to be repeated, while behavior with unfavorable consequences tends to disappear
job enrichment
building into a job such as motivating factors as responsibility, achievement, recognition, stimulating work, and advancement.
hygiene factors
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
stretch goals
goals beyond what someone actually expects to achieve
job enlargement
increasing the number of tasks in a job to increase variety and motivation
scientific management
management approach that emphasized the scientific study of work methods to improve the productivity of individual workers.
needs
physiological or psychological deficiencies that arouse behavior
negative reinforcement
process of strengthening a behavior by withdrawing something negative
motivation
psychological processes that arouse and direct goal-directed behavior
distributive justice
reflects the perceived fairness of how resources and rewards are distributed or allocated.
interactional justice
relates to the "quality of the interpersonal treatment people receive when procedures are implemented."
flourishing
represents the extent to which our lives contain PERMA resulting in "goodness....growth, and resilience."
learning goal orientation
sees goals as a way of developing competence through the acquisition of new skills.
pay for performance
situation in which an employee's pay is based on the results he or she achieves.
expectancy
the belief that a particular level of effort will lead to a particular level of performance
reinforcement theory
the belief that behavior reinforced by positive consequences tends to be repeated, whereas behavior reinforced by negative consequences tends not be repeated.
profit sharing
the distribution to employees of a percentage of the company's profits.
gainsharing
the distributive of savings or "gains" to groups of employees who reduce costs and increase measurable productivity.
job design
the division of an organization's work among its employees and the application of motivational theories to jobs to increase satisfaction and performance.
instrumentality
the expectation that successful performance of the task will lead to the outcome desired
meaningfulness
the sense of "belonging to and serving something that you believe is bigger than the self."
positive reinforcement
the use of positive consequences to strengthen a particular behavior
valence
the value or the importance a worker assigns to a possible outcome or reward.
extinction
weakening of behavior by ignoring it or making sure it is not reinforced
well-being
The combined impact of five elements-positive emotions, engagement, relationships, meaning, and achievement (PERMA)
job characteristics model
The job design model that consists of five core job characteristics that affect three critical psychological states of an employee that in turn affect work outcomes—the employee's motivation, performance, and satisfaction
process perspectives
Theories of employee motivation concerned with the thought processes by which people decide how to act: expectancy theory, equity theory, and goal-setting theory
bonuses
cash awards given to employees who achieve specific performance objectives
pay for knowledge
Situation in which employees' pay is tied to the number of job-relevant skills they have or academic degrees they earn
extrinsic reward
the payoff, such as money, that a person receives from others for performing a particular task
procedural justice
the perceived fairness of the process and procedures used to make allocation decisions.
sales commission
the percentage of a company's earnings as the result of a salesperson's sales that is paid to that salesperson
punishment
the process of weakening behavior by presenting something negative or withdrawing something positive.
intrinsic reward
the satisfaction, such as a feeling of accomplishment, a person receives from performing the particular task itself
work-life benefits
Are employer-sponsored benefit programs or initiatives designed to help all employees balance work life with home life
piece rate
Pay based on how much output an employee produces
hierarchy of needs theory
Psychological structure proposed by Maslow whereby people are motivated by five levels of needs: (1) physiological, (2) safety, (3) love, (4) esteem, and (5) self-actualization