Chapter 7 & 8 MOTIVATION

Chapter 7 & 8 MOTIVATION
motivation The processes that account for an individual’s intensity, direction, and persistence of effort toward
attaining a goal
hierarchy of needs Abraham Maslow’s hierarchy of five needs—physiological, safety, social, esteem, and
selfactualization— in which, as each need is substantially satisfied, the next need becomes dominant.]
lower-order needs Needs that are satisfied externally, such as physiological and safety needs.
self-actualization The drive to become what a person is capable of becoming.
higher-order needs Needs that are satisfied internally, such as social, esteem, and self-actualization needs.
Theory X The assumption that employees dislike work, are lazy, dislike responsibility, and must be coerced to
perform.
Theory Y The assumption that employees like work, are creative, seek responsibility, and can exercise selfdirection.
two-factor theory A theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with
dissatisfaction. Also called motivationhygiene theory.
hygiene factors Factors—such as company policy and administration, supervision, and salary—that, when
adequate in a job, placate workers. When these factors are adequate, people will not be dissatisfied.
McClelland’s theory of needs A theory that states achievement, power, and affiliation are three important needs
that help explain motivation.
need for achievement (nAch) The drive to excel, to achieve in relationship to a set of standards, and to strive to
succeed.
need for power (nPow) The need to make others behave in a way in which they would not have behaved
otherwise.
need for affiliation (nAff) The desire for friendly and close interpersonal relationships
self-determination theory A theory of motivation that is concerned with the beneficial effects of intrinsic
motivation and the harmful effects of extrinsic motivation.
cognitive evaluation theory A version of self-determination theory which holds that allocating extrinsic rewards for
behavior that had been previously intrinsically rewarding tends to decrease the overall level of motivation if the
rewards are seen as controlling.
self-concordance The degree to which peoples’ reasons for pursuing goals are consistent with their interests and
core values.
job engagement The investment of an employee’s physical, cognitive, and emotional energies into job
performance.
goal-setting theory A theory that says that specific and difficult goals, with feedback, lead to higher performance.
management by objectives (MBO) A program that encompasses specific goals, participatively set, for an explicit
time period, with feedback on goal progress.
self-efficacy An individual’s belief that he or she is capable of performing a task.
reinforcement theory A theory that says that behavior is a function of its consequences.
behaviorism A theory that argues that behavior follows stimuli in a relatively unthinking manner.
social-learning theory The view that we can learn through both observation and direct experience.
equity theory A theory that says that individuals compare their job inputs and outcomes with those of others and
then respond to eliminate any inequities.
distributive justice Perceived fairness of the amount and allocation of rewards among individuals.
procedural justice The perceived fairness of the process used to determine the distribution of rewards.
organizational justice An overall perception of what is fair in the workplace, composed of distributive, procedural,
and interactional justice.
interactional justice The perceived degree to which an individual is treated with dignity, concern, and respect.
expectancy theory A theory that says that the strength of a tendency to act in a certain way depends on the
strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that
outcome to the individual.
job design The way the elements in a job are organized.
job characteristics model (JCM) A model that proposes that any job can be described in terms of five core job
dimensions: skill variety, task identity, task significance, autonomy, and feedback.
skill variety The degree to which a job requires a variety of different activities.
task significance The degree to which a job has a substantial impact on the lives or work of other people.
feedback The degree to which carrying out the work activities required by a job results in the individual obtaining
direct and clear information about the effectiveness of his or her performance.
task identity The degree to which a job requires completion of a whole and identifiable piece of work.
autonomy The degree to which a job provides substantial freedom and discretion to the individual in scheduling the
work and in determining the procedures to be used in carrying it out.
motivating potential score (MPS) A predictive index that suggests the

motivating potential in a job.
job rotation The periodic shifting of an employee from one task to another.
job enrichment The vertical expansion of jobs, which increases the degree to which the worker controls the
planning, execution, and evaluation of the work.
flextime Flexible work hours.
job sharing An arrangement that allows two or more individuals to split a traditional 40-hour-a-week job.
telecommuting Working from home at least two days a week on a computer that is linked to the employer’s office.
employee involvement A participative process that uses the input of employees and is intended to increase
employee commitment to an organization’s success.
representative participation A system in which workers participate in organizational decision making through a
small group of representative employees.
participative management A process in which subordinates share a significant degree of decision-making power
with their immediate superiors.
variable-pay program A pay plan that bases a portion of an employee’s pay on some individual and/or
organizational measure of performance.
piece-rate pay plan A pay plan in which workers are paid a fixed sum for each unit of production completed.
merit-based pay plan A pay plan based on performance appraisal ratings.
bonus A pay plan that rewards employees for recent performance rather than historical performance.
skill-based pay A pay plan that sets pay levels on the basis of how many skills employees have or how many jobs
they can do.
profit-sharing plan An organizationwide program that distributes compensation based on some established
formula designed around a company’s profitability.
employee stock ownership plan (ESOP) A company-established benefits plan in which employees acquire stock,
often at below-market prices, as part of their benefits.
gainsharing A formula-based group incentive plan.
flexible benefits A benefits plan that allows each employee to put together a benefits package individually tailored
to his or her own needs and situation.

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Chapter 7 & 8 MOTIVATION

self-actualization The drive to become what a person is capable of becoming.

self-efficacy An individual’s belief that he or she is capable of performing a task.

job design The way the elements in a job are organized.

motivating potential score (MPS) A predictive index that suggests the

merit-based pay plan A pay plan based on performance appraisal ratings.

gainsharing A formula-based group incentive plan.

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