Organization Behaviour: Chapter 4

The intensity direction, and persistence of effort a person shows to reaching a goal

The assumption that employees dislike work, will attempt to avoid it, and must be coerced, controlled, or threatened with punishment to achieve goals

The assumption that employees like work, are creative, seek responsibility, and will exercise self-direction and self-control if they are committed to the objectives

A person's internal desire to do something, due to such things as interest, challenge, and personal satisfaction

Motivation that comes from outside the person and includes such things as pay, bonuses, and other tangible rewards

Physiological, safety, social, esteem, and self-actualization

A theory that posits 3 groups of core needs: existence, relatedness, and growth

A theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction

Achievement, power, and affiliation are 3 important needs that help explain motivation

the drive to excel, to achieve in relation to a set of standards, to strive to succeed

the need to make others behave in a way that they would not have behaved otherwise

the desire for friendly and close interpersonal relationships

the theory that individuals act depending upon their evaluation of whether their effort will lead to good performance, whether good performance will be followed by a given outcome, and whether that outcome is attractive to them

the belief that effort is related to performance

the belief that performance is related to rewards

the value or importance an individual places on a reward

what an individual is trying to accomplish

an approach to goal setting in which specific measurable goals are jointly set by managers and employees; progress on goals is periodically reviewed, and rewards are allocated on the basis of this progress

individuals compare their job inputs and outcomes with those of others and then respond so as to eliminate any inequities

the perceived fairness of the amount and allocation of rewards among individuals

an overall perception of what is fair in the workplace, composed of distributive, procedural, and international justice

the perceived fairness of the process used to determine the distribution of rewards

the quality of the interpersonal treatment received from a manager

offering extrinsic rewards (pay) for work effort that was previously rewarding intrinsically will tend to decrease the overall level of a person's motivation

the degree to which a person's reasons for pursuing a goal is consistent with the person's interests and core values

a type of conditioning in which desired voluntary behaviour leads to a reward or prevents a punishment

a desired behaviour is reinforced each and every time it is demonstrated

a desired behaviour is reinforced often enough to make the behaviour worth repeating, but not every time it is demonstrated

the reward is given at fixed time intervals

the reward is given at variable time intervals

the reward is given at fixed amounts of output

the reward is given at variable amounts of outputs