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| Psychological process giving behavior purpose and direction |
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| Model that assumes that motivational strength is determined by perceived probability of success |
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| The belief or expectation that one thing will lead to another (effort leads to performance) |
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| Perceived value of rewards (to you) |
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| The belief or expectation that performance will lead to reward |
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| Process of improving performance with objectives, deadlines, or quality standards |
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| Creating task responsibilities based on strategy, technology, and structure |
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| Honest explanations of what a job actually entails |
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| Moving people from one specialized job to another |
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| Rewarding people with early time off when they get the job done |
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| Combining two or more specialized tasks to increase motivation |
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| Redesigning jobs to increase their motivational potential |
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| Material and psychological payoffs for working |
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| Payoffs such as money, that are granted by others |
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| Self-granted and internally experienced payoffs such as a feeling of accomplishment |
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| Plan that allows employees to select their own mix of benefits |
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| Empowering employees to assume greater control of the workplace |
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| Voluntary problem-solving groups committed to improving quality and reducing costs |
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| Sharing key financial data and profits with employees who are trained and empowered |
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| High performance teams that assume traditional managerial duties such as staffing and planning |
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| Allows employees to choose their own arrival and departure times within specified limits |
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| FAMILY-FRIENDLY COMPANIES |
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Definition
| Companies that recognize an accommodate employees' non-work lives and priorities |
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