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Definition
| A theory of motivation that holds the worker satisfaction is influenced by employees' perceptions about how fairly they are treated compared with their coworkers. |
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| A theory of motivation that holds that the probability of an individual acting in a particular way depends on the strength of that individuals belief that the act will have a particular outcome and on whether the individual values that outcome. |
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| The phenomenon that employees perform better when they feel singled out for attention of feel that management is concerned about their welfare. |
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| Extrinsic elements of the work environment that do not serve as a source of employee satisfaction of motivation. |
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| The vertical expansion of a job by increasing the employees' autonomy, responsibility, and decision-making authority. |
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| The shifting of workers from one job to another; also called cross-training. |
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| A scheduling option that allows two individuals to split the tasks, responsibilities, and work hours of a 40-hour-per-week job. |
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| Maslow's Hierarchy of Needs |
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Definition
| A theory of motivation developed by Abraham Maslow; holds that humans have five levels of needs and act to satisfy their unmet needs. At the base of the hierarchy are fundamental physiological needs, followed in order by safety, social, esteem, and self-actualization needs. |
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| Intrinsic job elements that lead to worker satisfaction. |
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| Something that prompts a person to release his or her energy in a certain direction. |
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| The gap between what is and what is required. |
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| Anything that decreases a certain behavior. |
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| People do things because they know that certain consequences will follow. |
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| Anything that increases a specific behavior. |
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| A system of management developed by Frederick W. Taylor and based on four principles: developing a scientific approach for each element of a job, scientifically selecting and training workers, encouraging cooperation between workers and managers, and dividing work and responsibility between management and workers according to who can better perform a particular task. |
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Definition
| A management style, formulated by Douglas McGregor, that is based on a pessimistic view of human nature and assumes that the average person dislikes work, will avoid it if possible, prefers to be directed, avoids responsibility, and wants security above all. |
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Term
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Definition
| A management style, formulated by Douglas McGregor, that is based on a relatively optimistic view of human nature; assumes that the average person wants to work, accepts responsibility, is willing to help solve problems, and can be self-directed and self-controlled. |
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