Chapter 12 Motivating Employees

Clayton Alderfer

ERG theory

J. Stacey Adams

Equity Theory

Edwin Locke and Gary Latham

Goal setting theory

Frederick Herzberg

Two-factor Theory

David McClelland

acquired needs theory

Process Perspectives

are concerned with the thought processes by which people decide how to act.

Needs

are defined as a physiological or psychological deficiencies that arouse behavior.

Hygiene Factors

are factors associated with job dissatisfaction, such as salary, working conditions, interpersonal relationships, which all affect the job context in which people work.

Motivating Factors

are factors associated with job satisfaction, such as achievement, recognition, responsibility, and advancement, all of which affect the job content or the rewards of work performance.

Existence needs

are the desire for physiological and material well-being.

Growth Needs

are the desire to grow as human beings and to use our abilities to their fullest potential.

Relatedness Needs

are the desire to have meaningful relationships with people who are significant to us.

Outputs

are the rewards that people receive from an organization: pay, benefits, praise, recognition, bonuses, promotions, status perquisites.

Content perspectives

are theories that emphasize the needs that motivate people.

ERG theory

assumes that three basic needs influence behavior: existence, relatedness, and growth.

Pay for performance

bases on one's results

Stock options

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

Job enrichment

consists of building into a job motivating factors as responsibility, achievement, recognition, stimulating work, and advancement.

Job enlargement

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

Motivation

defined as the psychological processes that arouse and direct goal-directed behavior.

Task Significance

describes the extent to which a job affects the lives of other people weather inside or outside the organization.

Autonomy

describes the extent to which a job allows an employee to make choices about scheduling different tasks and deciding how to perform them.

Task identity

describes the extent to which a job requires a worker to perform all the tasks needed to complete the job from beginning to end.

Feedback

describes the extent to which workers receive clear, direct information about how well they are performing the job.

Victor Vroom

expectancy theory

Sales commission

in which sales representatives are paid a percentage of the earnings the company made from their sales.

Reinforcement

is anything that causes a given behavior to be repeated or inhibited.

Expectancy

is the belief that a particular level of effort will lead to a particular level of performance.

Gain Sharing

is the distribution of savings or 'gains' to groups of employees who reduced costs and increased measurable productivity.

Profit sharing

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

Job Design

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

Instrumentality

is the expectation that successful performance of the task will lead to the outcome desired.

Extrinsic reward

is the payoff, such as money, that a person receives from other for performing a task.

Negative reinforcement

is the process of strengthening a behavior by withdrawing something negative.

Punishment

is the process of weakening behavior by presenting something negative or withdrawing something positive.

Intrinsic reward

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

Positive Reinforcement

is the use of positive consequence in order to strengthen a particular behavior.

Extinction

is the weakening of behavior by ignoring it or making sure it is not reinforced.

Valence

is value, the importance a worker assigns to the possible outcome or reward.

Love needs

love, friendship, and affection

Physiological needs

most basic of physical needs, in which one is concerned with having food, clothing, shelter, and comfort.

Esteem needs

self-respect, status, reputation, recognition, and self-confidence.

Acquired needs theory

states the three needs: achievement, affiliation, and power, are major motives determining people's behavior in the workplace.

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 two things: how much they want something and how likely they think they are to get it.

Job characteristics

the employee's motivation, performance, and satisfaction.

Self-actualization needs

the highest level of need, self-fulfillment, the need develop one's fullest potential, to become the best one is capable of being.

Job simplification

the process of reducing the number of tasks a worker performs.

Pay for knowledge

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

Inputs

what people give to an organization: time, effort, training, experience, intelligence, creativity, seniority, status.

Reinforcement theory

which 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 repeated.

Two-factor Theory

which proposed that work satisfaction and dissatisfaction arise from two different factors: work satisfaction from motivating factors and work dissatisfaction from hygiene factors.

Hierarchy of needs theory

which proposes that people are motivated by five levels of needs : physiological, safety, love, esteem, and self-actualization.

Piece rate

in which employees are paid according to how much output they produce.

Need for affiliation

A need for close relationships. Example social approval.

Equity Theory

focuses on employee perceptions as to how fairly they think they are being treated compared to others.

Abraham Maslow

hierarchy of needs.

Safety needs

person is concerned with avoiding violence and threats, and looking for emotional security.

Edward L. Thorndike and B.F. Skinner

reinforcement theory