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21 Cards in this Set
- Front
- Back
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Introduction of extrinsic rewards for work that was previously intrinsically rewarding tends to decrease overall motivation |
Cognitive evaluation theory |
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People rationally set-task related goals, they decide on the effort and time to be invested to achieve goals |
Goal-setting theory |
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Converts overall organizational objectives into specific objectives for work units and individuals |
Management by objectives |
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Individual's belief that he or she is capable of performing a task |
Self-efficacy theory |
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Gain experience |
Enactive mystery |
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See someone else do the task |
Vicarious mystery |
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Someone convinces you that you have the skills |
Verbal persuasion |
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Get energized |
Arousal |
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Employees weigh what they put into a job situation against what they get from it. They compare their input outcome ratio with the input outcome ratio relevant to others |
Equity theory |
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Perceived fairness of outcome |
Distributive justice |
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Perceived fairness of process used to determine outcome |
Procedural justice |
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Perceived degree to which one is treated with dignity and respect |
Interactional justice |
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Overall perception of what is fair in the workplace |
Organizational justice |
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Perceived probability that exerting effort leads to successful performance |
Effort-performance |
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The belief that successful performance leads to desired outcome |
Performamce-reward |
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Attractiveness of organizational outcome to the individual |
Rewards-personal goals |
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Inactive mystery Vicarious modeling Verbal persuasion Arousal |
Self-efficacy theory |
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Distributive Procedural Interactional Organizational |
Forms of Justice |
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Effort-performance Performance reward Rewards personal goals |
Expectancy theory |
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Goal specificity Explicit time period Performance feedback Participation in decision making |
Management by objectives |
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Individual effort Individual performance Organizational rewards Personal goals |
Expectancy theory |
