chapter 12 management – Flashcards

may be defined as the psychological process that arouse and goal-directed behavior

people have certain needs that motivate them to perform specific behaviors for which they receive rewards that feed back and satisfy the original need

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

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

are concerned with the thought by which people decide how to act--how employees choose beahvior to meet their needs

equity theory, expectancy theory, goal-setting theory.

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

equity theory is based on the idea that employees are motivated to see fairness n the rewards they expect for task performance.

the inputs that people perceive they give to an organization are their time, effort, training, experience, intelligence, creativity, seniority, status, and so on.

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

employees who feel they are being under rewarded will respond to the perceived inequity in one or more negative ways, as by reducing their inputs, trying to change the outputs or rewards they receive, distorting the inequity, changing the object of comparison, or leaving the situation.

victor vroom, 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.

is the belief that a particular level of effort will lead to a particular level of performance. this is called the effort-to-performance expectancy.

is the expectation that successful performance of the task will lead to the outcome desired. This is called the performance-to-reward expectancy.

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

What rewards do your employees value? What are the job objectives and the performance level you desire? Are the rewards linked to performance? Do employees believe you will deliver the right rewards for the right performance?

suggests that employees can be motivated by goals that are specific and challenging but achievable.

1. it directs your attention, 2. it regulates the effort expended 3. it increases your persistence 4. it fosters use of strategies and action plans

1 goals should be specific 2. goals should be challenging but achievable 3. goals should be linked to action plans 4. goals need not be set jointly to be effective 5. feedback chances goal attainment

1. is the division of an organization's work among its employees and 2. the application of motivational theories to jobs to increase satisfaction and performance

the process of reducing the number of tasks a worker performers

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

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

consists of (a) five core job characteristics that affect (b) three critical psychological states of an employee that in turn affect (c) work outcomes - the employees motivation, performance, and satisfaction

are skill variety, task identity, task significance, autonomy, and feedback

describes the extent to which a job requires a person to use a wide range of different skills and abilities

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

describes the extent to which a job affects the live of other people, whether inside or outside the organization

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

these five core characteristics affect a worker's motivation because they affect three critical psychological states: meaningfulness of work, responsibility for results, knowledge of results, high performance, high satisfaction, and low absenteeism and turnover

refers to the degree to which a person wants personal and psychological development

diagnose the work environment to see whether a problem exists, determine whether job redesign is appropriate, consider how to redesign the job

also know as merit pay, bases pay on one's results.

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

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

are cash rewards given to employees who achieve specific performance objectives

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

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

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

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

the need for work-life balance, the need to expend skills, the need to matter.

part-time work, flextime, compressed workweek, job sharing, and telecommunicating