Management Chapter 11 Bateman Snell – Flashcards
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reinforcers
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positive consequences that motivate behavior
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organizational behavior modification (OB MOD)
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the application of reinforcement theory in organizational settings
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positive reinforcement
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applying a consequence that increases the likelihood of a person repeating the behavior that led to it
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negative reinforcement
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removing or withholding undesirable consequences
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punishment
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administering an aversive consequence
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extinction
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withdrawing or failing to provide a reinforcing consequence
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expectancy theory
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a theory proposing that people will behave based on their perceived likelihood that their effort will lead to a certain outcome and on how highly they value that outcome
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expectancy
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employees' perception of the likelihood that their efforts will enable them to attain their performance goals
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outcome
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a consequence a person receives for his or her performance
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instrumentality
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the perceived likelihood that performance will be followed by a particular outcome
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valence
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the value an outcome holds for the person contemplating it
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Maslow's need hierarchy
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a human needs theory postulating that people are motivated to satisfy unmet needs in a specific order
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Alderfer's ERG theory
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a human needs theory postulating that people have three basic sets of needs that can operate simultaneously
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extrinsic rewards
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rewards given to a person by the boss, the company, or some other person
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intrinsic reward
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reward a worker derives directly from performing the job itself
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job rotation
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changing from one routine task to another to alleviate boredom
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job enlargement
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giving people additional tasks at the same time to alleviate boredom
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job enrichment
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changing a task to make it inherently more rewarding, motivating, and satisfying
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two-factors theory
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Herzberg's theory describing two factors affecting people's work motivation and satisfaction
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hygiene factors
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characteristics of the workplace, such as company policies, working conditions, pay, and supervision, that can make people dissatisfied
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motivators
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factors that make a job more motivation, such as additional job responsibilities, opportunities for personal growth and recognition, and feelings of achievement
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growth need strength
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the degree to which individuals want personal and psychological develpoment
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empowerment
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the process of sharing power with employees, thereby enhancing their confidence in their ability to perform their jobs and their beliefs that they are influential contributors to the organization
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equity theory
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a theory stating that people asses how fairly they have been treated according to two key factors: outcomes and inputs
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procedural justice
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using a fair process in decision making and making sure others know that the process was as fair as possible
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quality of work life (QWL) programs
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programs designed to create a workplace that enhances employee well-being
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psychological contract
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A set of perceptions of what employees owe their employers, and what their employers owe them.
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