Chapter 17 What is Motivation?
Reinforcers
consequences immediately following a behavior which increase the probability that the behavior will be repeated
Hygiene factors
factors that eliminate job dissatisfaction, but don't motivate.
Motivators
factors that increase job satisfaction and motivation
Theory Y
the assumption that employees are creative, enjoy work, seek responsibility, and can exercise self-direction
Theory X
the assumption that employees dislike work, are lazy, avoid responsibility, and must be coerced to perform.
Job depth
the degree of control employees have over their work
Task significance
the degree to which a job has a substantial impact on the lives or work of other people
Autonomy
the degree to which a job provides substantial freedom, independence, and discretion to the individual in scheduling the work and determining the procedures to be used in carrying it out
Feedback
the degree to which doing work activities required by a job results in an individual obtaining direct and clear information about their effectiveness or her performance
Need for affiliation (nAff)
the desire for friendly and close interpersonal relationships
Need for achievement (nAch)
the drive to succeed and excel in relation to a set of standards
Job enlargement
the horizontal expansion of a job that occurs as a result of increasing job scope
Two-factor theory (motivation-hygiene theory)
the motivation theory that claims that intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are associated with job dissatisfaction
Three-needs theory
the motivation theory that sites three acquired (non-innate) needs (achievement, power, and affiliation) as major motives in work.
Need for power (nPow)
the need to make others behave in a way that they would not have behaved otherwise
Job scope
the number of difference tasks required in a job and the frequency with which those tasks are repeated
Hierarchy of needs theory
Maslow's theory that human needs - physiological, safety, social, esteem, and self-actualization - form a sort of hierarchy
Job characteristics model (JCM)
a framework for analyzing and designing jobs that identifies five primary core job dimensions, their interrelationships, and their impact on outcomes
Open-book management
a motivational approach in which an organization's financial statements (the "books") are shared with all employees
Self-actualization needs
a person's need to become what he or she is capable of becoming
Social needs
a person's needs for affection, belongingness, acceptance, and friendship
Physiological needs
a person's needs for food, drink, shelter, sexual satisfaction and other physical needs
Esteem needs
a person's needs for internal factors (e.g. self-respect, autonomy, and achievement) and external factors (such as status, recognition, and attention)
Safety needs
a person's needs for security and protection from physical and emotional harm
Proactive perspective of work design
an approach to job design in which employees take the initiative to change how their work is performed
Relational perspective of work design
an approach to job design that focuses on how people's tasks and jobs are increasingly based on social relationships
Self-efficacy
an individual's belief that he or she is capable of performing a task
Distributive justice
perceived fairness of the amount and allocation of rewards among individuals
Procedural justice
perceived fairness of the process used to determine the distribution of rewards
Employee recognition programs
programs based on personal attention and expression of interest approval, and appreciation for a job well done
Referents
the persons, systems, or selves against which individuals compare themselves to assess equity
Motivation
the process by which a person's efforts are energized, directed, and sustained toward attaining a goal
Goal-setting theory
the proposition that specific goals increase performance and that difficult goals, when accepted, result in higher performance than do easy goals
Equity theory
the theory that an employee compares his or her job's input-outcome ratio with that of relevant others and then corrects any inequity
Expectancy theory
the theory that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual
Reinforcement theory
the theory that behavior is a function of its consequences
Job enrichment
the vertical expansion of a job that occurs as a result of additional planning and evaluation of responsibilities
Job design
the way tasks are combined to form complete jobs
Pay-for-performance programs
variable compensation plans that pay employees on the basis of some performance measure
High-involvement work practices
work practices designed to elicit greater input or involvement from workers
