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| a performance measure that indicates how effectively an organization converts its resources into its desired products or services |
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| forces within an individual that account for the direction, level, and persistence of effort expended at work. |
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| more interested in employee selection than in motivation. The Father of I/O Physcology |
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| A person’s motivation is a function of the unconscious, and that is biological |
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discovered “the law of effect”.
Presenting a reward (e.g. food) immediately after a behavior occurred increases the frequency of the behavior |
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“The Father of Scientific Management”
Man’s most basic motive is economic |
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| Eliciting responses from employees through questionnaires about how they feel about their jobs, work groups, supervisors, and the organization |
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| a predisposition to respond in a positive or negative way to someone or something |
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| Changes in a person’s behavior may be related only to the special social situation and social treatment they received |
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| Accomplishment of goals regardless of means |
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| reflects a person’s existing capacity to perform the various tasks required for a given job |
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| Motivation theories that identify specific needs and values that exert an important influence on behavior for humans. focus on profiling the needs that people seek to fulfill |
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| Motivation theories that explain how and why motivation occurs but that do not indicate any specific values or needs. focus on people’s thought or cognitive processes |
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Physiological or psychological deficiencies that arouse behavior.
The starting point of motivation |
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| Emodynamic View of Human Satisfaction |
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| The rate or velocity at which people attain higher levels of outcomes affects the level of satisfaction |
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| Maslow’s Hierarchical Theory of Needs |
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Physiological Needs
Safety Needs
Love (Social) Needs
Esteem Needs
Self-Actualization |
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Existence needs:Desire to have physiological and materialistic well-being
Relatedness needs:Desire to develop meaningful relationships with others
Growth needs: Desire to grow as a human and use one’s abilities to their fullest |
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| Theory X and Theory Y(McGregor) |
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| argued that managers generally hold one of two sets of assumptions about employees. |
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The average adults work as little as possible.
Lack ambition, dislike responsibility and prefer to be led |
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People are not passive by nature.
People possess, by nature, the potential to develop, assume responsibility, and behave in accordance with organizational goals. |
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| McClelland’s Acquired Needs Theory |
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Need for Achievement
Need for Affiliation
Need for Power |
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| Herzberg’s Motivator-Hygiene Model |
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| theory that states that there are certain factors in the workplace that cause job satisfaction, while a separate set of factors cause dissatisfaction |
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| affect the choices a person makes in selecting commodities, events, outcomes, or objects to satisfy needs |
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Behavioral means of achieving various end goals
e.g.: being honest, ambitious, logical, loving, clean |
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Ultimate end goals of existence
e.g.: a comfortable life, family security, wisdom, equality |
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| socially derived, taken-for-granted assumptions about how to think, act, perceive, and feel |
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study concentrated on personal values as they relate to the work setting.
findings suggest that there is a difference between cultures in the way they look at the world, particularly in relation to a culture’s values. |
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| a multi-phase, multi-method project in which investigators spanning the world are examining the interrelationships between societal culture, organizational culture, and organizational leadership. |
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| affect the choices a person makes in selecting commodities, events, outcomes, or objects to satisfy needs |
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Behavioral means of achieving various end goals
e.g.: being honest, ambitious, logical, loving, clean |
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Ultimate end goals of existence
e.g.: a comfortable life, family security, wisdom, equality |
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| socially derived, taken-for-granted assumptions about how to think, act, perceive, and feel |
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Definition
study concentrated on personal values as they relate to the work setting.
findings suggest that there is a difference between cultures in the way they look at the world, particularly in relation to a culture’s values. |
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Term
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| a multi-phase, multi-method project in which investigators spanning the world are examining the interrelationships between societal culture, organizational culture, and organizational leadership. |
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| Complex reactions that engage both our minds and our bodies |
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| When emotional states are enduring and “have no specific objects to which the emotion is directed" |
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| a predisposition to an emotion |
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| theory begins by recognizing that emotions are a response to an event in the individual work environment |
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| ability to manage oneself and interact with others in mature and constructive ways |
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| the ability to understand the functional needs, problems and opportunities that are relevant for a group or organization |
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| the ability and willingness to vary one’s behavior to accommodate situational requirements |
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| the fairness associated with decision outcomes and distribution of resources. The outcomes or resources distributed may be tangible (e.g., pay) or intangible (e.g., praise). |
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| is the fairness of the processes that lead to outcomes. It can be enhanced when individuals have a voice in the process. |
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| refers to the treatment that an individual receives as decisions are made. It can be enhanced when explanations of decisions are provided and news is delivered with sensitivity and respect. |
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| relatively stable dispositions that cause us to behave in a particular way (e.g. extroversion |
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| The degree to which a person’s work is useful for satisfying his/her needs. |
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| Organizational Citizenship Behaviors (OCBs) |
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| Individual behaviors that are beneficial to the organization and are discretionary, not directly or explicitly recognized by the formal reward system. |
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| Emotional attachment to the organization |
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| How internalized are the normative pressures to act in a certain way that meets org goals and interests |
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| Calculative or Continuance commitment |
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| A person’s attachment to org through transaction (seniority rights, pension plans, financial necessity) |
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| Strength of relationship between one’s work and their self-concept |
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| Behavior that is performed for its own sake rather than for the purpose of acquiring material or social rewards |
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| Financial, material, or social rewards from the environment |
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| Objective information regarding how well someone is performing a task |
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| Self-Determination Theory |
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The theory states that giving people the freedom to make personal choices leads to personal empowerment, a higher sense of autonomy, and a higher level of interest in a task.
Autonomy
Competence
Relatedness |
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