Management Chapter 12

equity theory

-a model of motivation that explains how people strive for fairness and justice in social exchanges -based on cognitive dissonance

punishment

-bad behavior gets a bad thing -used last and for extreme scenarios) -weakening behavior by presenting something negative or withdrawing something positive

extinction

-bad behavior removes a bad thing -weakening behavior by ignoring it or making sure it is not reinforced

expectancy

-element of expectancy theory -the belief that a particular level of effort will lead to a particular level of performance -"Can I perform well enough to get promoted"

instrumentality

-element of expectancy theory -the expectation that successful performance of the task will lead to the outcome desired -"Will my high performance be noticed for promotion?"

valence

-element of expectancy theory -the importance a worker assigns to the possible outcome or reward -"Will I enjoy the promotions?"

positive reinforcement

-good behavior gets a good thing -uses positive consequences to strengthen a particular behavior (good)

negative reinforcement

-good behavior removes a bad thing -strengthening a behavior by withdrawing something negative (good)

McClelland's acquired needs theory

-states that three needs are major motives determining people's behavior in the workplace -needs: 1. achievement 2. affiliation 3. power

Frederick Herzberg

-studied 203 accountants and engineers who were interviewed to determine factors responsible for job satisfaction -job satisfaction was frequently associated with achievement, recognition, characteristics of work, responsibility, and advancement -job dissatisfaction associated with working conditions, pay and security, company policies, supervisors, and interpersonal relationships -two-factor theory

David McClelland

a well-known psychologist who investigated the needs of affiliation and power and as a consequence proposed the acquired needs theory

reinforcement

anything that causes a given behavior to be repeated or inhibited (praising child for cleaning room or scolding for not)

self-determination theory

assumes that people are driven to try to grow and attain fulfillment, with their behavior and well-being influenced by three innate needs: competency, autonomy, and relatedness

reinforcement theory

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

pay for performance

bases pay on one's result

job enrichment

building into a job such motivating factors as responsibility, achievement, recognition, stimulating work, and advancement (Herzberg's two-factor)

bonuses

cash awards given to employees who achieve specific performance objectives

stock options

certain employees are given the right to buy stock at a future date for a discounted price

process perspectives

concerned with the thought processes by which people decide how to act--how employees choose behavior to meet their needs (the behaviors employees select to satisfy needs)

job characteristics model

consists of a. six core job characteristics that affect b. three critical psychological states of an employee that in turn affect c. work outcomes (motivation, performance, satisfaction)

affiliation

desire for friendly warm relationships (McClelland)

achievement

desire to achieve excellence in challenging tasks (McClelland)

power

desire to influence or control others (McClelland)

J. Richard Hackman and Greg Oldham

developed Job characteristics model

Locke and Latham

developed the goal-setting theory because it is natural for people to set and strive for goals if they understand and accept them

Edward Deci and Richard Ryan

developed the self-determination theory

piece rate

employees are paid according to how much output they produce

work-life benefits

employer sponsored benefit programs or initiatives designed to help all employees balance work life with home life

comparisons

equity theory; how your ratio of inputs and outputs compares to others

outputs

equity theory; what you're getting out/rewards

inputs

equity theory; what you're putting in

hygiene factors

factors associated with job dissatisfaction: -salary -working conditions -interpersonal relationships -company policy -supervisors all of which affect the job CONTEXT in which people work

motivating factors

factors associated with job satisfaction: -achievement -recognition -responsibility -advancement all of which affect the job CONTENT or the rewards of performance

job enlargement

increasing the number of tasks in a job to increase variety and motivation

Victor Vroom

introduced the expectancy theory

procedural justice

justice theory; defined as the perceived fairness of the process and the procedures used to make allocation decisions

distributive justice

justice theory; reflects the perceived fairness of how resources and rewards are distributed or allocated

interactional justice

justice theory; relates to the quality of the interpersonal treatment people receive when procedures are implemented

Maslow's hierarchy of needs

people are motivated by 5 levels of needs 1. physiological 2. safety 3. love 4. esteem 5. self-actualization

needs

physiological or psychological deficiencies that arouse behavior

Edward Thorndike and BF Skinner

pioneered reinforcement perspective which considers how consequences of certain behavior affect future behavior

J. Stacey Adams

pioneered the equity theory

PERMA

positive emotions, engagement, relationships, meaning, and achievement

Herzberg's two-factor theory

proposed that work satisfaction and dissatisfaction arise from two different factors: 1. work satisfaction from motivating factors 2. work dissatisfaction from hygiene factors -first eliminate dissatisfaction (hygiene factors), then spurring motivational factors

flourishing

represents the extent to which our lives contain PERMA

sales commission

sales representatives are paid a percentage of the earning the company made from their sales

law of effect

says that behavior with favorable consequences tends to be repeated, while behavior with unfavorable consequences tends to disappear (Thorndike)

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: 1. how much they want something 2. how likely they think they are to get it

well-being

the combined impact of PERMA

gainsharing

the distribution of savings or "gains" to groups of employees who reduced costs and increased productivity

profit sharing

the distribution to employees a percentage of the company's profits

extrinsic reward

the payoff, such as money, a person receives from others for performing a particular task; satisfaction in the payoff from others

operant conditioning

the process of controlling behavior by manipulating its consequences (Skinner)

scientific management

the process of reducing the number of tasks a worker performs

motivation

the psychological processes that arouse and direct goal-directed behavior (mist be inferred)

intrinsic reward

the satisfaction, such as a feeling of accomplishment, a person receives from performing the particular task itself

meaningfulness

the sense of "belonging to and serving something that you believe is bigger than the self"

content perspectives (need-based)

theories that emphasize the needs that motivate people

pay for knowledge

ties employee pay to the number of job relevant skills or academic degrees they earn

job design

1. the division of an organization's work among its employees and 2. the application of motivational theories to jobs to increase satisfaction and performance