Chapter 13

Herzberg's Motivator-Hygiene Theory:

A need theory that distinguishes between motivator needs (related to the nature of the work itself) and hygiene needs (related to the physical and psychological context in which the work is performed) and proposes that motivator needs must be met for motivation and job satisfaction to be high. Focuses on: 1. Outcomes that can lead to high levels of motivation and job satisfaction and 2. outcomes that can prevent people from being dissatisfied. Unsatisfied hygiene needs create dissatisfaction. Dissatisfaction of hygiene needs does not lead to motivation or job satisfaction.

Social learning theory:

A theory that takes into account how learning and motivation are influenced by people's thoughts and beliefs and their observations of other people's behavior.

Punishment:

Administering an undesired or negative consequence when dysfunctional behavior occurs.

Outcome:

Anything a person gets from a job or organization (pay, job security, benefits, etc). Some are autonomy, responsibility, a feeling of accomplishment, etc, result in being intrinsically motivated.

Physiological needs:

Basic needs for things such as food, water, and shelter that must be met in order for a person to survive. Can help by providing a level of pay that enables a person to buy food and clothing and have adequate housing. This is the lowest level need because it's the most basic or compelling.

Extrinsically motivated behavior:

Behavior that is performed to acquire material or social rewards or to avoid punishment; the source of motivation is the consequences of the behavior, not the behavior itself. For example, receiving commission or extra pay.

Negative reinforcement:

Eliminating or removing undesired outcomes when people perform organizationally functional behaviors. When negative reinforcement is used, people are motivated to perform behaviors because they want to stop receiving or avoid undesired outcomes (i.e. boss nagging)

Goal-setting theory:

Focuses on motivating workers to contribute their inputs to their jobs and organizations; in this way it is similar to expectancy theory and equity theory. Considers as well how managers can ensure that organizational members focus their inputs in the direction of high performance and the achievement of organizational goals. Must be specific and difficult.

Positive reinforcement:

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

Safety needs:

Needs for security, stability and a safe environment. Can help people by providing job security, adequate medical benefits and safe working conditions.

Belongingness needs:

Needs for social interaction, friendship, affection and love. Can help people by promoting good interpersonal relations and organization social functions such as company picnics and holiday parties.

Need theories:

People are motivated to obtain outcomes at work that will satisfy their needs.

Expectancy theory:

Posits 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. Most popular theory of work motivation because it focuses on all three parts of the motivation equation: inputs, performance and outcomes. Identifies three major factors that determine a person's motivation: expectancy, instrumentality and valence.

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 in the face of obstacles. Explains WHY people behave the way they do in organizations.

Hygiene needs:

Related to the physical and psychological context in which the work is performed - comfortable work environment, pay, job security. When hygiene needs are not met, workers are dissatisfied, and when hygiene needs are met, workers are not dissatisfied.

Esteem needs:

The needs to feel good about oneself and one's capabilities, to be respected by others, and to receive recognition and appreciation. Can help by granting promotions and recognizing accomplishments.

Self-actualization needs:

The needs to realize one's full potential as a human being, can help people by giving people the opportunity to use their skills and abilities to the fullest extent possible.

Organizational behavior modification:

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

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.

Persistence:

Whether, when faced with roadblocks and obstacles, people keep trying or give up

Merit pay plan:

a compensation plan that bases pay on performance.

Employee stock option:

a financial instrument that entitles the bearer to buy shares of an organization's stock at a certain price during a certain period or under certain conditions.

Self-efficacy:

a person's belief about his or her ability to perform a behavior successfully

Expectancy:

a person's perception about the extent to which his or her effort will result in a certain level of performance.

Instrumentality:

a person's perception about the extent to which performance at a certain level will result in the attainment of outcomes.

Maslow's Hierarchy of Needs:

an arrangement of five basic needs that, according to Maslow, motivate behavior. Maslow proposed that the lowest level of unmet needs is the prime motivator and that only one level of needs is motivational at a time.

self-reinforcer:

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

Input:

anything a person contributes to the job or organization, such as time, effort, education, experience, skills, etc. these are necessary for an organization to achieve its goals.

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.

Prosocially motivated behavior:

behavior that is performed to benefit or help others. behavior can be this in addition to being extrinsically or intrinsically.

Extinction:

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

Need for achievement:

extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence.

valence:

how desirable each of the outcomes available from a job or organization is to a person.

Effort:

how hard people work

Social learning theory explains:

how people can be motivated by observing other people performing a behavior and being reinforced for doing so (vicarious learning), how people can be motivated to control their behavior themselves (self-reinforcement) and how people's beliefs about their ability to successfully perform a behavior affect motivation (self-efficacy).

Need for affiliation:

is the extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around him or her get along with each other.

vicarious learning:

learning that occurs when the learner becomes motivated to perform a behavior by watching another person performing it an dyeing reinforced for doing so; also called observational learning.

Direction:

many possible behaviors a person could engage in i.e. being creative and develop new things

This theory poses that people have two sets of needs or requirements, which are:

motivator needs and hygiene needs.

Motivator needs:

related to the nature of the work itself and how challenging it is. Outcomes such as interest working, responsibility, being able to grow, etc, help satisfy motivator needs.

Need:

requirement or necessity for survival and well-being.

Need for power:

the extent to which an individual desires to control or influence others.

Operant conditioning Theory:

the theory that people learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead to undesired consequences.

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. Focusing on how people perceive the relationship between the outcomes they receive from their jobs and organizations and the inputs they contribute.

Individual plan:

when individual performance (sales) can accurately measured