1. The forces either internal or external to a person that arouse enthusiasm and peritence to pursue a certatin cource of action
  2. Internal satisfactions a person receives in the process of performing a particular action
    intrinsnic rewards
  3. rewards given by another person, typically a supervisor, such as pay increases and promotions
    Extrinsic rewards
  4. rewards that apply the same to all people within an organizaiton or within a specific category or department
    systemwide rewards
  5. Rewards that differ among individuals within the same organization or department
    individual rewards
  6. The first dimension of Hezberg's two-factor theory; involves working conditions, pay, company policies, and interpersonal relationships
    Hygiene Factors
  7. 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
  8. McClelland's theory that proposes that certain types of needs (achievement, affiliation, power) are acquired during an individual's lifetime.
    Acquired needs theory
  9. 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
    Reinforcement Theory
  10. The set of techniques by which reinforcement theory is used to modify behavior
    Behavior Modification
  11. States tat positively reinforced behavior tends to be repeated and behavior that is not reinforced tends not to be repeated.
    Law of Effect
  12. anything that causes a certain behavior to be repeated or inhibited
  13. The administration of a pleasant and rewarding consequence following a behavior
    Positive Reinforcement
  14. The withdrawal of an unpleasant consequence once a behavior is improved
    Negative Reinforcement
  15. The imposition of unpleasant outcomes on an employee following a undesirable behavior
  16. The withdrawal of a positive reward, meaning that behavior is no longer reinforced and hence is less likely to occur in the future.
  17. 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
    Expectancy Theory
  18. A theory that proposes that people are motivated to seek social equity in the rewards they receive for performance
    Equity Theory
  19. Power sharing; the delegation of power authority to subordinates in the organization
  20. 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
  21. Giving employees real and psychological ownership in the organization; as owners, people are motivated to give thier best performance
    Employee ownership
  22. 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
Card Set
Definitions 8-15