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53 Cards in this Set
- Front
- Back
psychological processes that arouse and direct goal-directed behavior
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motivation
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identify internal factors influencing motivation
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content theories of morivation
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indentify the process by which internal factors and cognitions influence motivation
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process theories of motivation
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physiological or phychological deficiencies that arouse behavior
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needs
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five basic needs, physiolgical, safety, love, esteem, and self actualization,-influence behavior
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need heirarchy theory
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three basic needs, existience, relatedness, and growth-influence behavior
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ERG theory
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desire to accomplish something difficult
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need for achievement
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desire to spend time in social relationships and activities
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need for affiliation
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desire to influence, coach, teach, or encourage others to achieve
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need for power
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job characteristics associated with job satisfaction
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motivation
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holds that motivation is a function of fairness in social exchanges
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equity theory
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comparison in which another person receives greater outcomes for similar inputs
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negative inequity
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comparison in which another person receives lesser outcomes for similar inputs
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positive inequity
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an individuals tolerance for negative and positive equity
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equity sensitivity
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the perceived fairness of how resources and rewards are distributed
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distributive justice
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the perceived fairness of the process and procedures used to make allocation decisions
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procedural justice
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extent to which people feel fairly treated when procedures are implemented
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interactional justice
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holds that people are motivated to behave in ways that produce valued outcomes
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expectancy theory
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belief that effort leads to a specific level of performance
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expectancy
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a performance outcome perception
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instrumentality
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the value of a reward or outcome
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valence
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what an individual is trying to accomplish
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goal
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the amount of effort required to meet a goal
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goal difficulty
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quantifiability of a goal
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goal specificity
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amount of commitment to achieving a goal
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goal commitment
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changing the content or process of a specific job to increase job satisfaction and performance
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job design
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using research and experimentation to find the most efficient way to perform a job
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scientific management
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putting more variety into a job
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job enlargement
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moving employees from one specialized job to another
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job rotation
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building achievement, recognition, stimulating work, responsibility, and advancement into a job
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job enrichment
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motivation caused by positive internal feelings
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intrinsic motivation
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job characteristics found to various degrees in all jobs
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core job dimensions
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continuous cycle of improving job performance with goal setting, feedback and coaching, and rewards and positive reinforcement
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performance management
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targets a specific end result
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performance outcome goal
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encourages learning, creativity, and skill development
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learning goal
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management system incorporating participating in decision making, goal setting, and feedback
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management by objectives
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objective information about performance
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feedback
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subordinates evaluate their boss
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upward feedback
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comparison of anonymous feedback from ones superior, subordinates, and peers with self perceptions
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360 degree feedback
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financial, material, or social rewards from the environment
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extrinsic rewards
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self granted, psychic rewards
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intrinsic rewards
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pay for performance
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pay for performance
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linking pay to teamwork behavior and or team results
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team based pay
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behavior with favorable consequences is repeated, behavior with unfavorable consequences disappears
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law of effect
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skinners term for unlearned stimulus response reflexes
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respondent behavior
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skinners term for learned, consequence shaped behavior
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operant behavior
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making behavior occur more often by contingently presenting something positive
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positive reinforcement
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making behavior occur more often by contingently withdrawing something negative
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negative reinforcement
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making behavior occur less often by contingently presenting something negative or withdrawing something positive
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punishment
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making behavior occur less often by ignoring or not reinforcing it
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extinction
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reinforcing every instance of a behavior
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continuous reinforcement
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reinforcing some but not all instances of behavior
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intermittent reinforcement
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reinforcing closer and closer approximations to a target behavior
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shaping
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