Business: Chapter 10

the individual internal process that energizes, directs, and sustains behavior; the personal "force" that causes you or me to behave in a particular way

an employee's feelings about his or her job and superiors and about the firm itself

the application of scientific princilpes to management of work and workers

a compensation system under which employees are paid a certain amount for each unit of output they produce

a personal requirement

a sequence of human needs in the order of their importance

the things we require for survival

the things we require for physical and emotional security

the human requirements for love and affection and a sense of belonging

our needs for respect, recognition, and a sense of our own accomplishment and worth

the need to grow and develop and to become all that we are capable of being

the idea that satisfaction and dissatisfaction are separate and distinct dimensions

job factors that increase motivation but whose absence does not necessarily result in dissatisfaction

job factors that reduce dissatisfaction when present to an acceptable degree but that do not necessarily result in high levels of motivation

a concept of employee motivation generally consistent with Taylor's scientific management; assumes that employees dislike work and will function only in a highly controlled work environment

a concept of employee motivation generally consistent with the ideas of the human relations movement; assumes that employees accept responsibility and work toward organizational goals, if by so doing they also achieve personal rewards

the belief that some middle ground between his type A and type J practices is best for American business

a theory of motivation based on the premise that behavior that is rewarded is likely to be repeated, whereas behavior that is punished is less likely to recur

a theory of motivation based on the premise that people are motivation to obtain and preserve equitable treatment for themselves

a model of motivation based on the assumption that motivation depends on how much we want something and on how likely we think we are to get it

a theory of motivation suggesting that employees are motivated to achieve goals that they and their managers establish together

a motivation technique in which managers and employees collaborate in setting goals

a motivation technique that provides employees with more variety and responsibility in their jobs

expanding a worker's assignments to include additional but similar tasks

a type of job enrichment in which work is restructured to cultivate the worker-job match

a systematic program of reinforcement to encourage desirable behavior

a system in which employees set their own work hours within employer-determined limits

permanent employment in which individuals work less than a standard work week

an arrangement whereby two people share one full-time position

working at home all the time or for a portion of the work week

making employees more involved in their jobs by increasing their participation in decision making

a situation in which employees own the company they work for by virtue of being stockholders

a group of workers functioning together as a unit to complete a common goal or purpose

a team of knowledgeable employees brought together to tackle a specific problem

a team of exceptionally highly skilled and talented individuals brought together to produce significant change

groups of employees with the authority and skills to manage themselves

a team of individuals with varying specialties, expertise, and skills that are brought together to achieve a common task

a team consisting of members who are geographically dispersed but communicate electronically