I-O Chapter 8

Front 1

Motivation

Back 1

Concerns the conditions responsible for variations in intensity, persistence, quality and direction of ongoing behavior

Front 2

Instinckt

Back 2

Inborn tendency that is though to direct behavior

Front 3

Need

Back 3

Internal motivation that is thought to be inborn and universally present in humans

Front 4

Drive

Back 4

Non-human equivalent of "motive" and "need"

Front 5

Behaviorist approach

Back 5

Approach developed by B.F. Skinner that placed the emphasis for behavior and directed activity directly on the environment rather than on any internal needs or instincts

Front 6

Field Theory

Back 6

Approach developed by Kurt Lewin, who proposed that various forces in the psychological environment interacted and combined to yield a final course of action

Front 7

Group Dynamics

Back 7

Field that grew out of the application of Kurt Lewin's field theory to industry

Front 8

Person-as-machine

Back 8

Metaphor that suggest that people's behaviors/actions are reflexive and involuntary and are performed without conscious awareness

Front 9

Person-as-Godlike

Back 9

Metaphor that suggest that people are perfectly rational and intentional rather than automatic and reflexive

Front 10

Person-as-Scientist

Back 10

Metaphor that suggests that people are active information-gathers and analysts who seek knowledge and understanding as a way of mastering their environment

Front 11

Limited Rationality

Back 11

The inability of humans to reason and make decisions in perfectly rational ways

Front 12

person-as-judge

Back 12

Metaphor in which an individual seeks information about the extent to which the person and others are perceived as responsible for positive and negative events. The person looks for evidence of intention in the acts of others and considers those intentions in choosing a personal course of action

Front 13

Work-Life Balance

Back 13

area of research that investigates whether the satisfaction that one experiences at work is in part affected by the satisfaction that one experiences in non-work and vice-versa, particularly to the extent that one environment has demands that conflict with the other

Front 14

Attitudes

Back 14

Relatively stable feelings or beliefs that are directed toward specific persons, groups, ideas, jobs, or other other objects

Front 15

Two-factor theory

Back 15

Theory proposed by Herzberg taht suggested that there were really two basic needs, not five as suggested by Maslow, and that they were not so much hierarchically arranges as independent of one another

Front 16

Hygiene needs

Back 16

lower-level needs described in Herberg's two Factor theory. Herzberg proposed that meeting these needs would eliminate dissatisfaction, but would not result in motivated behavior or a state of positive satisfaction

Front 17

Motivator needs

Back 17

Higher-level needs described in Herzher's Two factor Theory. Herzberg proposed that meeting such needs resulted in the expenditure of effort as well as satisfaction

Front 18

Motivator needs

Back 18

Higher-level needs described in Herzher's Two factor Theory. Herzberg proposed that meeting such needs resulted in the expenditure of effort as well as satisfaction

Front 19

Erg Theory

Back 19

Theory of human needs proposed by Alderfer who suggested that human needs are best thought of as arranged in three levels: "existence", "relatedness", and "growth"

Front 20

Reinforcement Theory

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Theory that proposed that behavior depends on three simple elements: stimulus, response , and reward. Proposed that if a response in the presence of a particular stimulus is rewarded (i.e., reinforced), that response is likely to occur again in the presences of that stimuluts

Front 21

Contingent Reward

Back 21

System in which reward depends on a particular response

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Intermittent Reward

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System in which only a portion of correct responses are rewarded

Front 23

Continuous Reward

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System in which a reward is presented every time a corect response occurs

Front 24

Path-Goal Theory of Motivation

Back 24

First formal work motivation theory to suggest that people weighed options before choosing among them was the path Goal theory of Georgopolous, Mahoney, and Jones (1957). Reasoned that if a worker say high productivity as a path to the goal of desired rewards or personal goals, that worker would likely be a high producer

Front 25

Vie Theory

Back 25

Motivation theory that assumed that individuals rationally estimate the relative attractiveness and unattractiveness of different rewards or outcomes (valence), the probability that performance will lead to particular outcomes or rewards (instrumentality), and the probability that effort will lead to performance (expectancy).

Front 26

Valence

Back 26

The strength of a person's preference for a particular outcome

Front 27

Instrumentality

Back 27

The perceived relationship between performance and the attainment of a certain outcome

Front 28

Expectancy

Back 28

An individual's belief that a particular behavior (e.g. effort, hard work) will lead to a particular outcome (e.g., a promotion)

Front 29

Dissonance theory

Back 29

Theory suggested by Festinger that observed that tension exists when individuals hold "dissonant cognitions" (incompatible thoughts). This approach assumes that individuals always seek some sense of "balance" (i.e., absence of tension) and that they will direct their behavior toward reducing the tension resulting from dissonant cognitions

Front 30

Equity theory

Back 30

Motivational theory developed by Adams that suggested that individuals look at their world in terms of comparative inputs and outcomes. Individuals compare their inputs and outcomes with others (e.g. peers, co-workers) by developing an input/outcome ratio.

Front 31

Inputs

Back 31

The training, effort, skills, and abilities that employees bring to or invest in their work

Front 32

Outcomes

Back 32

The compensation, satisfaction, and other benefits employees derive from their work

Front 33

Comparison other

Back 33

A co-worker or idealized other person to which the individual compares him or herself in determining perceived equity

Front 34

Outcome/Input Ratio

Back 34

Ratio that results when employees compare their inputs and outcomes to those others (e.g. peers, co-workers) to determine if they are being treated equitably.

Front 35

Person-as-Intentional Approach

Back 35

Motivational approach that assumes that individuals are intentional in their behvaior

Front 36

Goal Setting Theory

Back 36

Theory proposed by Locke and colleagues in which the general concept of a goal is adapted to work motivation. In this approach, a goal is seen as a moivtional force, and individuals who set specific, difficult goals perform better than individuals who simply adopt a "do your best" goal or no goal at all.

Front 37

Feedback Loop

Back 37

Connection between knowledge of results and the intermediate states that occur between goal commitment and performance

Front 38

Control Theory

Back 38

Theory based on the principle of a feedback loop that assumes that an individual compares a standard to actual outcome and adjusts behavior to bring the outcome into agreement with the standard

Front 39

Self-regulation

Back 39

Process by which individuals take in information about behavior, and make adjustments or changes based on that information. These changes, in turn, affect subsequent behavior.

Front 40

Self-efficacy

Back 40

The belief in one's capability to perform a specific task or reach a specific goal

Front 41

Action Theory (rubicon theory)

Back 41

Theory that includes braod consideration of the role of intention in motivated behavior as well as the connection between intention and action

Front 42

Action Process

Back 42

Process that starts with a goal, proceeds to a consideration of events that may occur in the future, then to the development of several alternative plans, the selection of a plan, the execution and monitoring of the chosen plan, and the processing of information resulting from the execution of the plan. The last step, feedback, then influences goal development once again

Front 43

Action Structure

Back 43

Structure that includes the notion that 1) observable action is the result of a number of prior events and plans, hierarchically, arranged and 2) the feedback and resulting regulation of actions occur at different levels

Front 44

Motivational Trait Questionnaire (MTQ)

Back 44

A 48 item questionnaire that provides a standardized method of assessing six distinct aspects of general performance motivation

Front 45

Job enrichment

Back 45

A motivational approach that involves increasing the responsibility and interest level of jobs in order to increase the motivation and job satisfaction of employees performing those jobs

Front 46

ProMES

Back 46

The Productivity Measurement and Enhancement System. A motivational approach that utilized goal setting, rewards, and feedback to increase motivation and performance.