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| the study of the behavior of individuals and groups in organizational settings |
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| an inner drive that directs a person's behavior toward goals |
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| an employee's sttitude toward his or her job, employer, and colleagues |
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| the personal satisfaction and enjoyment thta you feel after attaining a goal |
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| benefits and/or recognition recieved from someone else |
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| Classical Theory of Motivation |
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| theory suggesting that money is the sole motivator for workers |
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| a theory that arranges the five basic needs--physiological, security, social, esteem, and self-actualization--into the order in which people strive to satisfy them |
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| the most basic human needs to be satisfied--water, food, shelter, and clothing |
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| the need to protect oneself from physicsal and economic harm |
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| the need for love, companionship, and friendship--the desire for acceptance by others |
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| the need for respect--both self-respect and respect form others |
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| the need to be the best one can be; at the top of Maslow's hierarchy |
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| aspects of Herzberg's theory of motivation that focus on the work setting and not the content of the work; these aspects include adequate wages, comfortable and safe working conditions, fair company policies, and job security |
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| aspects of Herzberg's thoeyr of motivation thta focus on the content of the work itself; these aspects include achievement, recognition, involvement, responsibility, and advancement |
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| McGregor's traditional view of manahement whiteby it is assumed that workers generally dislike work and must be forced to do their jobs |
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| McGregor's humanistic view of management whereby it is assumed that workers like to work and that under proper conditions employees will seek out responsibility in an attempt to satisfy their social, esteem, and self-actualization needs |
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| a management philosophy that stresses employee participation in all aspects of company decision making |
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| an assumption that how much people are willing to contribute to an organization depends on their assessment of the fairness, or equity, of the rewards they will recieve in exchange |
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| the assumption that motivation depends not only on how much a person wants something but also on how likely he or she is to get it |
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| changing behavior and encouraging appropriate actions by relating the consequences of behavior to the behavior itself |
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| movement of employees from one job to another in an effort to relieve the boredom often associated with job specialization |
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| the addition of more tasks to a job instead of treating each task as seperate |
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| the incirporation of motivational factors, such as oppurtunity for achievement, recognition, responsibility, and advancement, into a job |
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| a program that allows employees to choose their starting and ending times, provided that they are at work during a specified core period |
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| a four-day (or shorter) period during which an employee works 40 hours |
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| performance of one full-time job by two people on part-time hous |
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