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Definition
| The processes that account for an individual's willingness to exert high levels of effort to reach organizational goals, conditioned by the effort's ability to satisfy some individual need |
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| An internal state that makes certain outcomes appear attractive |
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Theory that says three acquied (not innate) needs-achievement, power, and affiliation-are major motives in work
-nAch is most researched |
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Definition
| The proposition that specific goals increase performance and that difficult goals, when accepted, result in highre preformance than do easy goals |
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| What type of goals produce a higher level of of output? |
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Definition
| An individual's belief that he or she is capable of performing a task |
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| Theory that behavior is a function of its consequences |
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| Any consequence immediately following a response that increases the probability that the behavior will be repeated |
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| The way tasks are combined to form complete jobs |
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| The number of different tasks required in a job and the frequency with which those tasks are repeated |
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| The horizontal expansion of a job by increasing job scope |
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| The vertical expansion of a job by adding planning and evaluating responsibilities |
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Definition
| The degree of control employees have over their work |
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| Job characteristics model |
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Definition
| A framework for analyzing and designing jobs that identifies five primary job characteristics, their interraltionships, and their impact on outcomes |
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Definition
| The degree to which a job requires a variety of activities so that an employee can use a number of different skills and talents |
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Definition
| The degree to which a job requires completion of a whole and identifiable piece of work |
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| The degree to which a job has a substantial impact on the lives or work of other people |
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Definition
| The degree to whicha job provides substantial freedom, independence, and discretion to the individual in scheduling work and determining the procedures to be used in carrying it out |
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Definition
| The degree to which carrying out work activities required by a job results in the individual's obtaining direct and clear information about his or her performance effectiveness |
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| Guidelines for Job redesign in JCM |
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Definition
1. Combine tasks
2. Create natural work units
3. Establish client relationships
4. Expand jobs vertically
5. Open feedback channels |
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Definition
| The theory that an employee compares his or her job's input-outcomes ratio with that of relevant others and then corrects any inequity |
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Term
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Definition
1. Distributive Justice: Perceived fairness of the amount and allocation of rewards among individuals
2. Procedural justice: Perceived fairness of the process used to determine the distribution of rewards |
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Definition
| 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 |
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Term
| Variables on relationships in Expectancy Theory |
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Definition
1. Expectancy or effort-performance linkage
2. Instrumentality or performance-reward linkage
3. Valence or attractiveness of reward |
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Term
| Expectancy or effort-performance linkage |
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Definition
| The probability perceived by the individual that exerting a given amount of effort will lead to a certain level of performance |
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| Instrumentality or performance-reward linkage |
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Definition
| The degree to which the individual believes that performing at a particular level is instrumental in attaining the desired outcome |
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Term
| Valence or attractiveness of reward |
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Definition
| The importance that the individual places on the potential outcome or reward that can be achieved o nthe job. Valence considers both the goals and needs of the individual |
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