BUS 275 CH 13

Self efficacy

A persons's belief about his or her ability to perform a behavior successfully.

_______ proposes that all people seek to satisfy five basic kinds of needs: physiological needs, safety needs, belongingness needs, esteem needs, and self-actualization needs.

Abraham Maslow's hierarchy of needs theory

Informational justice

An employee's perception of the extent to which his or her manager provides explanations for decisions and the procedures used to arrive at them.

Distributive Justice

An employee's perception of the fairness of the distribution of outcomes (such as promotions, pay, job assignments, and working conditions) in an organization.

Interpersonal justice

An employee's perception of the fairness of the interpersonal treatment he or she receives from whoever distributes outcomes to him or her

Procedural justice

An employee's perception of the fairness of the procedures used to determine how to distribute outcomes in an organization

Outcome

Anything a person gets from a job or an organization.

According to _______ theory, employees will be motivated to perform at a high level and attain their work goals to the extent that high performance and goal attainment allow them to obtain outcomes they desire.

B.F. Skinner's operant conditioning

Piece rate pay plans

Based on the number of units each employee produces.

_______ identified three universal categories of need: existence, relatedness, and growth.

Clayton's Alderfer's ERG theory

Learning

Defined as a relatively permanent change in a person's knowledge or behavior that results from active or experience.

Operant conditioning theory

Developed by B.F. Skinner. People learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead to undesired consequences.

Positive reinforcement

Gives people outcomes they desire when they perform organizationally functional behaviors.

Vicarious learning

Often called observational learning. Occurs when a person (the learner) becomes motivated to perform a behavior by watching another person (the model) performing the behavior and being positively reinforced for doing so.

In Maslow's hierarchy, managers must first ensure a person's _______ needs are fulfilled in order to have a motivated workforce.

Physiological

When an organization bases employees' pay on the number of units each employee produces, it is using a(n) _______ plan.

Piece-rate plan

According to McClelland, the need for _______ is the extent to which an individual desires to control or influence others.

Power

Social learning theory

Proposes that motivation results not only from direct experience of rewards and punishments but also from a person's thoughts and beliefs.

Motivation

Psychological forces that determine the direction of a person's behavior in an organization, a person's level of effort, and a person's level of persistence.

_______ theory expands a manager's understanding of motivation to include the effects of a person's thoughts and beliefs.

Social Learning theory

The Motivation Equation

The alignment between employees and organizational goals as a whole.

Learning theories

Theories that focus on increasing employee motivation and performance by linking the outcomes that employees receive to the performance of desired behaviors and the attainment of goals.

Equity Theory

Theory of motivation that concentrates on people's perceptions of the fairness of their work outcomes relative to, or in proportion to, their work inputs. Formulated by J. Stacy Adams. Stresses what is relative rather than absolute.

Merit pay plan

a compensation plan that bases pay on performance

Equity

a condition in which people receive from a relationship in proportion to what they give to it. Exists when people perceive their own outcome-input ratio to be equal to a referent's outcome.

Goal Setting Theory

a theory that says that specific and difficult goals, with feedback, lead to higher performance

According to McClelland, an employee with a strong desire to perform tasks well and meet personal standards for excellence has the need for

achievement

Punishment

administering an undesired or negative consequence when dysfunctional behavior occurs

Self reinforcers

any desired or attractive outcome or reward that a person gives to himself or herself for good performance

Input

anything a person contributes to his or her job or organization

Colin believes that he works harder than many of his coworkers and yet knows he is being paid less. Colin is likely to be motivated to

ask for a raise or promotion

Intrinsically Motivated Behavior

behavior that is performed for its own sake; the source of motivation is actually performing the behavior, and motivation comes from doing the work itself. Jobs that are interesting and challenging or high on the five characteristics described by the job characteristics model are more likely to lead to intrinsic motivation than are jobs that are boring or do not use a persons skill and abilities.

Extrinsically motivated behavior

behavior that is performed to acquire material of social rewards or to avoid punishment: the source of motivation is the consequences of the behavior, not the behavior itself.

Pro-socially motivated behavior

behavior that is performed to benefit or help others.

According to the expectancy theory, motivation is high when people

believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes.

Extinction

curtailing the performance of dysfunctional behaviors by eliminating whatever is reinforcing them

According to the expectancy theory, a manager wanting to motivate using instrumentality should

define an incentive plan that links greater outcomes to higher performance

Negative reinforcement

eliminating or removing undesired outcomes when people perform organizationally functional behaviors

_______ theory considers how managers can ensure that organization members focus their inputs on achieving high performance and accomplishing organizational targets.

goal setting theory

Carol is a manager who believes that carefully monitoring and maintaining control over employees is more important than maintaining cordial relationships with them. According to McClelland's needs theory, Carol has a

high need for power and low need for affiliation

To help his company achieve its sales goals, Jason puts in a lot of extra time at the office. This effort is considered a(n)

input

When Alex sees his company stock rising and referenced in industry magazines as a market leader, he feels a great sense of accomplishment and achievement. Alex is motivated

intrinsically

According to McClelland, the need for affiliation is the extent to which an individual

is concerned about maintaining good interpersonal relationships

Behavior is considered extrinsically motivated if it is driven by the desire for

material gain

_______ explains what drives or will drive people to achieve organizational goals and is therefore central to effective management.

motivation

A(n) _______ is a requirement for survival and well-being.

need

Valence

the attractiveness or desirability of a reward or outcome; how desirable the outcomes from a job are to a person.

Expectancy

the perceived relationship between effort and performance; theory suggests that motivation is high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes. Managers can boos expectancy through expressing confidence in their subordinates' capabilities.

Organizational behavior modification (OB MOD)

the systematic application of operant conditioning techniques to promote the performance of organizationally functional behaviors and discourage the performance of dysfunctional behaviors.

Inequity

unfairness.

According to the expectancy theory, the term _______ refers to how desirable each of the outcomes available from an organization is to a person.

valence