KEY TERMS – CHAPTER 16

motivation                                           The process by which a person’s efforts are energized, directed, and sustained towards attaining a goal. 

hierarchy of needs theory                  Maslow’s theory that there is ahierarchy of five human needs: physiological, safety, social, esteem, and self-actualization.

physiological needs                            A person’s needs for food, drink, shelter, sexual satisfaction, and other physical needs.

safety needs                                       A person’s needs for security and protection from physical and emotional harm.

social needs                                        A person’s needs for affection, belongingness, acceptance, and friendship.

esteem needs                                     A person’s needs for internal factors such as self-respect, autonomy, and achievement, and external factors such as status, recognition, and attention.

self-actualization needs                     A person’s need to become what he or she is capable of becoming.

Theory X                                            The assumption that employees dislike work, are lazy, avoid responsibility, and must be coerced to perform.

Theory Y                                             The assumption that employees are creative, enjoy work, seek responsibility, and can exercise self-direction.

motivation-hygiene theory                 The motivation theory that intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are associated with job dissatisfaction.

hygiene factors                                   Factors that eliminate job dissatisfaction, but don’t motivate.

motivators                                          Factors that increase job satisfaction and motivation.

three-needs theory                             The motivation theory that says three acquired (not innate) needs—achievement, power, and affiliation—are major motives in work.

need for achievement (nAch)            The drive to excel, to achieve in relation to a set of standards, and to strive to succeed.

need for power (nPow)                       The need to make others behave in a way that they would not have behaved otherwise.

need for affiliation (nAff)                   The desire for friendly and close interpersonal relationships.

goal-setting theory                             The proposition that specific goals increase performance and that difficult goals, when accepted, result inhigher performance than do easy goals.

self-efficacy                                        An individual’s belief that he or she is capable of performing a task.

reinforcement theory                         The theory that behavior is a function of its consequences.

reinforcers                                          Consequences immediately following a behavior                                                                        that increase the probability that the behavior will                                                                       be repeated.

job design                                           The way tasks are combined to form complete jobs.

job scope                                             The number of different tasks required in a job and the frequency with which those tasks are repeated.

job enlargement                                 The horizontal expansion of a job by increasing job scope.

job enrichment                                    The vertical expansion of a job by adding planning and evaluating responsibilities.

job depth                                             The degree of control employees have over their work.

job characteristics model (JCM)       A framework for analyzing and designing jobs that identifies five primary job characteristics, their interrelationships, and their impact on outcomes.

skill variety                                        The degree to which a job requires a variety of activities so that an employee can use a number of different skills and talents.

task identity                                       The degree to which a job requires completion of a whole and identifiable piece of work.

task significance                                The degree to which a job has a substantial impact on the lives or work of other people.

autonomy                                            The degree to which a job provides substantial freedom, independence, and discretion to the individual in scheduling work and determining the procedures to be used in carrying it out.

feedback                                             The degree to which carrying out work activities required by a job results in the individual’s obtaining direct and clear information abouthis or her performance effectiveness.

equity theory                                      The theory that an employee compareshis or her job’s input-outcomes ratio with that of relevant others and then corrects any inequity.

referents                                             The persons, systems, or selves against which individuals compare themselves to assess equity.

distributive justice                              Perceived fairness of the amount and allocation of rewards among individuals.

procedural justice                               Perceived fairness of the process used to determine the distribution of rewards.

expectancy theory                              The theory that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.

compressed workweek                      A workweek where employees work longer hours per day but fewer days per week.

flexible work hours (flextime)           A scheduling system in which employees are required to work a certain number of hours per week, but are free, within limits, to vary the hours of work.

job sharing                                          The practice of having two or more people split a full-time job.

telecommuting                                    A job approach where employees work at home and are linked to the workplace by computer and modem.

open-book management                    A motivational approach in which an organization’s financial statements (the “books”) are shared with all employees.

employee recognition programs        Personal attention and expressing interest, approval, and appreciation for a job well done

pay-for-performance programs         Variable compensation plans that pay employees on the basis of some performance measure.

stock options                                      Financial instruments that give employees the right                                                                      to purchase shares