Chapter 12

goal-setting theory

Employee-motivation approach that employees can be motivated by goals that are specific and challenging but achievable

voice

Employees' upward expression of challenging but constructive opinions, concerns, or ideas on work-related issues to their managers

motivating factors

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

equity theory

In the area of employee motivation, the focus on how employees perceive how fairly they think they are being treated compared with others

stock options

The right to buy a company's stock at a future date for a discounted price

self-determination theory

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

two-factor theory

Theory that proposes that work satisfaction and dissatisfaction arise from two different work factors—work satisfaction from so-called motivating factors and work dissatisfaction from so-called hygiene factors

acquired needs theory

Theory that states that there are three needs—achievement, affiliation, and power—that are the major motives determining people's behavior in the workplace

expectancy theory

Theory that suggests that people are motivated by two things: (1) how much they want something and (2) how likely they think they are to get it

performance goal orientation

a way of demonstrating and validating a competence we already have by seeking the approval of others.

content perspectives

also known as need-based perspectives; theories that emphasize the needs that motivate people.

reinforcement

anything that causes a given behavior to be repeated or inhibited; the four types are positive, negative, extinction, and punishment.

law of effect

behavior with favorable consequences tends to be repeated, while behavior with unfavorable consequences tends to disappear

job enrichment

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

hygiene factors

factors associated with job dissatisfaction - such as salary, working conditions, interpersonal relationships, and company policy - all of which affect the job context in which people work

stretch goals

goals beyond what someone actually expects to achieve

job enlargement

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

scientific management

management approach that emphasized the scientific study of work methods to improve the productivity of individual workers.

needs

physiological or psychological deficiencies that arouse behavior

negative reinforcement

process of strengthening a behavior by withdrawing something negative

motivation

psychological processes that arouse and direct goal-directed behavior

distributive justice

reflects the perceived fairness of how resources and rewards are distributed or allocated.

interactional justice

relates to the "quality of the interpersonal treatment people receive when procedures are implemented."

flourishing

represents the extent to which our lives contain PERMA resulting in "goodness....growth, and resilience."

learning goal orientation

sees goals as a way of developing competence through the acquisition of new skills.

pay for performance

situation in which an employee's pay is based on the results he or she achieves.

expectancy

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

reinforcement theory

the belief that behavior reinforced by positive consequences tends to be repeated, whereas behavior reinforced by negative consequences tends not be repeated.

profit sharing

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

gainsharing

the distributive of savings or "gains" to groups of employees who reduce costs and increase measurable productivity.

job design

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

instrumentality

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

meaningfulness

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

positive reinforcement

the use of positive consequences to strengthen a particular behavior

valence

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

extinction

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

well-being

The combined impact of five elements-positive emotions, engagement, relationships, meaning, and achievement (PERMA)

job characteristics model

The job design model that consists of five core job characteristics that affect three critical psychological states of an employee that in turn affect work outcomes—the employee's motivation, performance, and satisfaction

process perspectives

Theories of employee motivation concerned with the thought processes by which people decide how to act: expectancy theory, equity theory, and goal-setting theory

bonuses

cash awards given to employees who achieve specific performance objectives

pay for knowledge

Situation in which employees' pay is tied to the number of job-relevant skills they have or academic degrees they earn

extrinsic reward

the payoff, such as money, that a person receives from others for performing a particular task

procedural justice

the perceived fairness of the process and procedures used to make allocation decisions.

sales commission

the percentage of a company's earnings as the result of a salesperson's sales that is paid to that salesperson

punishment

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

intrinsic reward

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

work-life benefits

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

piece rate

Pay based on how much output an employee produces

hierarchy of needs theory

Psychological structure proposed by Maslow whereby people are motivated by five levels of needs: (1) physiological, (2) safety, (3) love, (4) esteem, and (5) self-actualization