Leadership

The forces either internal or external to a person that arouse enthusiasm and peritence to pursue a certatin cource of action

Internal satisfactions a person receives in the process of performing a particular action

rewards given by another person, typically a supervisor, such as pay increases and promotions

rewards that apply the same to all people within an organizaiton or within a specific category or department

Rewards that differ among individuals within the same organization or department

The first dimension of Hezberg's two-factor theory; involves working conditions, pay, company policies, and interpersonal relationships

The second dimension of Herzberg's two-factor theory; involves job satisfaction and meeting higher-level needs such as achievement, recognition, and opportunity for growth

McClelland's theory that proposes that certain types of needs (achievement, affiliation, power) are acquired during an individual's lifetime.

A motivational theory that looks at the relationship between behavior and its consequences by changing or modifying followers' on-the-job behavior through the appropriate use of immediate rewards or punishments

The set of techniques by which reinforcement theory is used to modify behavior

States tat positively reinforced behavior tends to be repeated and behavior that is not reinforced tends not to be repeated.

anything that causes a certain behavior to be repeated or inhibited

The administration of a pleasant and rewarding consequence following a behavior

The withdrawal of an unpleasant consequence once a behavior is improved

The imposition of unpleasant outcomes on an employee following a undesirable behavior

The withdrawal of a positive reward, meaning that behavior is no longer reinforced and hence is less likely to occur in the future.

A theory that suggests that motivation that suggest that motivation depends on individuals' mental expectations about their ability to perform tasks and receive desired rewards

A theory that proposes that people are motivated to seek social equity in the rewards they receive for performance

Power sharing; the delegation of power authority to subordinates in the organization

When people enojoy their job and are satisfied with their work conditions, contribute enthusiastically to meeting team and organizational goals, and feel a sense of belonging and committment to the orgnaization

Giving employees real and psychological ownership in the organization; as owners, people are motivated to give thier best performance

Motivational approach that encourages people to work together rather than focus on individual achievements and rewards; ties additional pay to improvement in overall employee performance