Employee behavior and motivation

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telecommuting

form of flextime that allows people to perform some or all of a job away from standard office settings

"Big five" personality traits

five fundamental personality traits especially relevant to organizations

job enrichment

method of increasing job satisfaction by adding one or more motivating factors to job activities

work sharing (job sharing)

method of increasing job satisfaction by allowing two or more people to share a single full-time job

punishment

unpleasant consequences of an undesirable behavior

individual differences

Personal attributes that vary from one person to another

personality

Relatively stable set of psychological attributes that distinguish one person from another.

absenteeism

an employee's not showing up for work

organizational commitment

an individual's identification with the organization and its mission

turnover

annual percentage of an organization's workforce that leaves and must be replaced

counterproductive behavior

behaviors that detract from organizational performance

job satisfaction

degree of enjoyment that people derive from performing their jobs

emotional intelligence (emotional quotient, EQ)

extent to which people are self-aware, can manage their emotions, can motivate themselves, express empathy for others, and possess social skills

flextime programs

method of increasing job satisfaction by allowing workers to adjust work schedules on a daily or weekly basis

job redesign

method of increasing job satisfaction by designing a more satisfactory fit between workers and their jobs

participative management and empowerment

method of increasing job satisfaction by giving employees a voice in the management of their jobs and the company

attitudes

person's belief and feelings about specific ideas, situations, or people

organizational citizenship

positive behaviors that do not directly contribute to the bottom line

positive reinforcement

reward that follows desired behaviors

psychological contract

set of expectations held by an employee concerning what he or she will contribute to an organization (referred to as contributions) and what the organization will in return provide the employee (referred to as inducements)

motivation

set of forces that cause people to behave in certain ways

management by objectives (MBO)

set of procedures involving both managers and subordinates in setting goals and evaluating progress

Hawthorne effect

tendency for productivity to increase when workers believe they are receiving special attention from management

person-job fit

the extent to which a person's contributions and the organization's inducements match one another

employee behavior

the pattern of actions by the members of an organization that directly or indirectly influences the organization's effectiveness

classical theory of motivation

theory holding that workers are motivated solely by money

hierarchy of human needs model

theory of motivation describing five levels of human needs and arguing that basic needs must be fulfilled before people work to satisfy higher-level needs

two-factor theory

theory of motivation holding that job satisfaction depends on two factors, hygiene and motivation

expectancy theory

theory of motivation holding that people are motivated to work toward rewards that they want and that they believe they have a reasonable chance of obtaining

theory y

theory of motivation holding that people are naturally energetic, growth-oriented, self-motivated, and interested in being productive

theory x

theory of motivation holding that people are naturally lazy and uncooperative

equity theory

theory of motivation holding that people evaluate their treatment by the organization relative to the treatment of others

performance behavior

total set of work-related behaviors that the organization expects employees to display


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