mgmtch12.txt

the arousal, direction, and persistence of behavior

the satisfaction received in the process of performing an action

a reward given by another person

a group of theories that emphasize the needs that motivate people

a content theory that proposes that people are motivated by five categories of needs - physiological, safety, belongingness, esteem, and self-actualization - that exist in a hierarchical order

a modification of the needs hierarchy theory that proposes three categories of needs: existence, relatedness, and growth

the idea that failure to meet a high-order need may cause a regression to an already satisfied lower-order need

factors that influence job satisfaction based on fulfillment of high-level needs such as achievement, recognition, responsibility, and opportunity for growth

a group of theories that explain how employees select behaviors with which to meet their needs and determmine whether their choices were sucessful

a motivation theory in which specific, challenging goals increase motivation and performance when the goals are accepted by subordinates and these subordinates receive feedback to indicate their progress toward goal achievement

a process theory that focuses on individuals' perceptions of how fairly they are treated relative to others

a situation that exists when the ration of one person's outcomes to inputs equals that of another's

a process theory that proposes that motivation depends on individuals' expectations about their ability to perform tasks and receive desired rewards

expectancy that putting effort into a given task will lead to high performance

expectancy that successful performance of a task will lead to the desired outcome

the value or attraction an individual has for an outcome

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

the assumption that positively reinforced behavior tends to be repeated, and negatively reinforced or unreinforced behavior tends to be inhibited

anything that causes a given behavior to be repeated or inhibited

the administration of a pleasant and rewarding consequence following a desired behavior

the removal of an unpleasant consequence when an undesirable behavior is corrected

the imposition of an unpleasant outcome following undesirable behavior

the withdrawal of a positive reward

the application of motivational theories to the structure of work for improving productivity and satisfaction

a job design whose purpose is to improve task efficiency by reducing the number of tasks a single person must do

a job design that systematically mobes employees from one job to another to provide them with variety and stimulation

a job design that combines a series of tasks into one nes, broader job to give employees variety and challenge

a job design that incorporates achievement, recognition, and other high-level motivators into the work

the altering of jobs to increase both the quality of employees' work experience and their productivity

a model of job design that comprises core job dimensions, critical psychological states, and employee growth-need strength

the delegation of power and authority to subordinates

a situation in which employees enjoy their work, contribute enthusiastically to meeting goals, and feel a sense of belonging and commitment to the organization