Organizational Behavior McGraw Hill - Chapter 5
motivator-hygiene theory
Herzberg's theory stating that employees are primarily motivated by growth and esteem needs, not by lower-level needs
job characteristics model
a job design model that relates the motivational properties of jobs to specific personal and organizational consequences of those properties
need for affiliation
a learned need in which people seek approval from others, conform to their wishes and expectations, and avoid conflict and confrontation
need for achievement
a learned need in which people want to accomplish reasonably challenging goals and desire unambiguous feedback and recognition for their success
need for power
a learned need in which people want to control their environment, including people and material resources, to benefit either themselves (personalized power) or others (socialized power)
expectancy theory
a motivation theory based on the idea that work effort is directed toward behaviors that people believe will lead to desired outcomes
four-drive theory
a motivation theory based on the innate drives to acquire, bond, learn and defend that incorporates both emotions and rationality
Maslow's needs hierarchy theory
a motivation theory of needs arranged in a hierarchy, whereby people are motivated to fulfill a higher need as a lower one becomes gratified
strengths-based coaching
a positive organizational behavior approach to coaching and feedback that focuses on building and leveraging the employees strengths rather than trying to correct his or her weaknesses
equity theory
a theory explaining how people develop perceptions of fairness in the distribution and exchange of resources
organizational behavior modification
a theory that explains employee behavior in terms of the antecedent conditions and consequences of that behavior
social cognitive theory
a theory that explains how learning and motivation occur by observing and modeling others as well as by anticipating the consequences of our behavior
motivation
forces within a person that affect the direction, intensity, and persistence of voluntary behavior
needs
goal-oriented forces that people experience
drives
hardwired characteristics of the brain that correct deficiencies or maintain an internal equilibrium by producing emotions to energize individuals
employee engagement
individuals emotional and cognitive motivation, particularly a focused, intense, persistent, and purposive effort toward work-related goals
distributive justice
perceived fairness int he individuals ratio of outcomes to contributions relative to a comparison others ratio of outcomes to contributions
procedural justice
perceived fairness of the productive used to decide the distribution of resources
self-reinforcement
reinforcement that occurs when an employee has control over a reinforcer but doesn't "take" it until completing a self-set goal
autonomy
the degree to which a job gives employees the freedom, independence, and discretion to schedule their work and determine the procedures used in completing it
task significance
the degree to which a job has substantial impact on the organization and/or larger society
task identity
the degree to which a job requires completion of a whole or identifiable piece of work
skill variety
the extent to which employees must use different skills and talents to perform tasks within their jobs
job enlargement
the practice of adding more tasks to an existing job
job enrichment
the practice of giving employees more responsibility for scheduling, coordinating, and planning their own work
scientific management
the practice of systematically partitioning work into its smallest elements and standardizing tasks to achieve maximum efficiency
job design
the process of assigning tasks to a job, including the interdependency of those tasks with other jobs
goal setting
the process of motivating employees and clarifying there role perceptions by establishing performance objectives
job specialization
the result of division of labor in which work is subdivided into separate jobs assigned to different people
