Management CH.12

ERG Theory

A modification of the needs hierarchy and proposes three categories of needs: existence, relatedness, and growth.

Positive Reinforcement

Administration of a pleasant and rewarding consequence following a desired behavior, such as praise for an employee who arrives on time or does a little extra work. Research shows that positive reinforcement does help motivate desired behaviors.

Reinforcement

Defined as anything that causes a certain behavior to be repeated or inhibited.

Content Theory

Emphasize the needs that motivate people.

P → O

Expectancy is the expectancy that high performance of a task will lead to the desired outcome.

E → P

Expectancy is the expectancy that putting effort into a given task will lead to high performance.

Frustration-Regression Principle

The idea that failure to meet a high-order need may cause a regression to an already satisfied lower-order need; thus, people may move down as well as up the needs hierarchy.

Making Process Principle

The idea that the single most important factor that can boost motivation, positive emotions, and perceptions during a workday is making progress toward meaningful goals.

Punishment

The imposition of unpleasant outcomes on an employee, typically occurring after undesirable behavior.

Behavior Modification

The name given to the set of techniques by which reinforcement theory is used to modify human behavior.

Avoidance Learning

The removal of an unpleasant consequence once a behavior is improved, thereby encouraging and strengthening the desired behavior. Managers apply this learning, called negative reinforcement, when they remove an unpleasant consequence once a behavior is improved.

Intrinsic Rewards

The satisfactions that a person receives in the process of performing a particular action.

Valence

The value of outcomes (rewards) to the individual.

Empowerment

Power sharing, the delegation of power and authority to subordinates in an organization.

Acquired Need Theory

Proposes that certain types of needs, including the need for achievement, need for affiliation, and need for power, are acquired during an individual's lifetime of experiences.

Expectancy Theory

Proposes that motivation depends on individuals' expectations about their ability to perform tasks and receive desired rewards.

Goal-Setting Theory

Proposes that specific, challenging goals increase motivation and performance when the goals are accepted by subordinates and these subordinates receive feedback to indicate their progress toward goal achievement.

Job Enrichment

Refers to incorporating high-level motivators, such as achievement, recognition, and opportunities for growth, into the work.

Reinforcement Theory

Simply looks at the relationship between behavior and its consequences. It focuses on changing or modifying employees' on-the-job behavior through the appropriate use of immediate rewards and punishments.

Law of Effect

States that behavior that is positively reinforced tends to be repeated, and behavior that is not reinforced tends not to be repeated.

Job Design

The application of motivational theories to the structure of work for improving productivity and satisfaction.

Motivation

The arousal of enthusiasm and persistence to pursue a certain course of action.

Equity Theory

Focuses on individuals' perceptions of how fairly they are treated relative to others.

Hygiene Factors

Focuses on lower-level needs and involves the presence or absence of job dissatisfiers, including working conditions, pay, and company policies.

Extrinsic Rewards

Given by another person, typically a manager, and include promotions, praise, and pay increases. They originate externally, as a result of pleasing others.

Process Theories

Including goal-setting theory, equity theory, and expectancy theory, explain how people select behaviors with which to meet their needs and determine whether their choices were successful.

Motivators

Influences job satisfaction based on fulfilling higher-level needs such as achievement, recognition, responsibility, and opportunities for personal growth.

Social Learning Theory

Is related to the reinforcement perspective, but it proposes that an individual's motivation can result not just from direct experience of rewards and punishments but also from the person's observations of other people's behavior.

Work Redesign

Means altering jobs to increase both the quality of employees' work experience and their productivity.

Engagement

Means that people enjoy their jobs and are satisfied with their work conditions, contribute enthusiastically to meeting team and organizational goals, and feel a sense of belonging and commitment to the organization.

Job Characteristics Model

Model of job design that considers core job dimensions, individuals' critical psychological states, and employee growth-need strength.

Vicarious Learning

Occurs when an individual sees others perform certain behaviors and get rewarded for them.

Thriving Workforce

One in which people are not just satisfied and productive, but also engaged in creating the future—their own and that of the organization.

Equity

When the ratio of one person's outcomes to inputs equals that of another's.

Hierarchy of Needs

Which proposes that people are motivated by five categories of needs—physiological, safety, belongingness, esteem, and self-actualization—that exist in a hierarchical order.

Extinction

Withholding of a positive reward. Whereas with punishment, the supervisor imposes an unpleasant outcome such as a reprimand, extinction involves withholding praise or other positive outcomes.