Week 10 Material

2024-04-19 12:23
Week 10: Mar. 11, 13 - Employee Motivation + Textbook Chapter 9

Chapter Summary
In this chapter you learned:

Employees who have high self-esteem, a high need for achievement, and intrinsic motivation and who
are expected to perform well by others are more motivated than their counterparts with low self-
esteem and low achievement need who are extrinsically motivated.

Goals are most effective if they are concrete and specific, are of high but reasonable difficulty, and are
set with the input of the employee.

Providing feedback on goal attainment and performance levels will increase performance.

Operant conditioning principles can be used to motivate employees.

It is important to treat employees fairly.

Common individual incentive plans include pay for performance and merit pay.

Common organizational incentive plans include profit sharing, gainsharing, and stock options.
Key Terms:
1. Motivation: The drive or desire that energizes and directs behavior towards a goal.
2. Organizational citizenship behavior (OCB): Voluntary, discretionary actions by employees that contribute
to the effective functioning of the organization.
3. Self-esteem: One's overall subjective evaluation of their own worth or value.
4. Consistency theory: The psychological principle suggesting that individuals strive for consistency in their
beliefs, attitudes, and behaviors.
5. Chronic self-esteem: Long-term, stable level of self-esteem that individuals maintain over time.
6. Situational self-esteem: Fluctuating or temporary level of self-esteem influenced by specific situations or
circumstances.
7. Socially influenced self-esteem: Self-esteem influenced by social comparisons or feedback from others.
8. Organization-based self-esteem: Self-esteem derived from one's role or status within an organization.
9. Self-fulfilling prophecy: A belief or expectation that influences behavior in a way that makes the belief
come true.
10. Galatea effect: A self-fulfilling prophecy where high expectations lead to improved performance.
11. Pygmalion effect: Another term for the Galatea effect, derived from the myth of Pygmalion who fell in
love with his own sculpture.
12. Golem effect: A negative self-fulfilling prophecy where low expectations lead to decreased performance.
13. Intrinsically motivated: Motivated by internal factors such as enjoyment or personal satisfaction.
14. Extrinsic motivation: Motivated by external factors such as rewards or punishments.
15. Work Preference Inventory (WPI): A psychological assessment tool used to measure individual
preferences for various work tasks.
16. Self-regulation: The ability to monitor, control, and adjust one's own thoughts, emotions, and behaviors.
17. Realistic job preview (RJP): Providing job candidates with accurate and comprehensive information
about the job and work environment.
18. Job characteristics theory: A theory proposing that certain job characteristics influence employee
motivation, satisfaction, and performance.
19. Hierarchy: A system of organizing or ranking elements in order of importance or authority.
20. Basic biological needs: Fundamental physiological needs necessary for survival, such as food, water, and
shelter.
21. Safety needs: Needs for security, stability, and protection from harm or danger.
22. Social needs: Needs for belongingness, companionship, and meaningful relationships with others.
23. Employee resource groups: Organized groups within an organization based on shared characteristics or
interests, aimed at promoting diversity, inclusion, and support.
24. Ego needs: Needs related to self-esteem, recognition, and status.
25. Self-actualization needs: Needs related to personal growth, fulfillment of potential, and achieving one's
highest aspirations.
26. Needs theory: Theories proposing that human behavior is motivated by the desire to fulfill certain
needs.
27. ERG theory: A needs-based theory proposing that individuals are motivated by existence, relatedness,
and growth needs.
28. Two-factor theory: A theory suggesting that job satisfaction and dissatisfaction are influenced by two
separate sets of factors: hygiene factors and motivators.
29. Hygiene factors: Factors related to the work environment that, if absent, can cause dissatisfaction but
do not necessarily motivate.
30. Motivators: Factors related to the content of the work itself that can lead to satisfaction and motivation.
31. Need for achievement: The desire to excel, achieve success, and accomplish challenging goals.
32. Need for affiliation: The desire for social relationships, acceptance, and belongingness.
33. Need for power: The desire to influence, control, or have an impact on others.
34. Self-determination theory: A theory proposing that humans have innate psychological needs for
autonomy, competence, and relatedness that drive motivation and behavior.
35. Competency: The capability or proficiency to perform tasks effectively.
36. Autonomy: Having control or independence in one's actions or decisions.
37. Relatedness: The need for meaningful connections, relationships, and social interactions.
38. Goal setting: The process of establishing specific, measurable, achievable, relevant, and time-bound
objectives.
39. Operant conditioning: A learning theory that suggests behavior is influenced by consequences, such as
reinforcement or punishment.
40. Premack Principle: A principle stating that a preferred activity can be used to reinforce a less preferred
activity.
41. Reinforcement hierarchy: The order of preference or effectiveness of various reinforcers in influencing
behavior.
42. Social recognition: Acknowledgment or appreciation from others for one's contributions or
achievements.
43. Pay for performance: Compensation system where pay is tied to individual or organizational
performance.
44. Merit pay: Compensation based on individual performance or contribution.
45. Profit sharing: Incentive program where employees receive a share of company profits.
46. Gainsharing: Incentive program where employees receive bonuses based on improvements in
productivity or cost savings.
47. Baseline: A reference point or starting value used for comparison or measurement.
48. Stock options: Financial incentives that give employees the right to purchase company stock at a
predetermined price.
49. Expectancy theory: A theory proposing that motivation depends on the belief that effort will lead to
performance, performance will lead to outcomes, and outcomes will be valued.
50. Instrumentality: The belief that performance will lead to desired outcomes.
51. Valence: The value or attractiveness of outcomes to an individual.
52. Internal locus of control: Belief that one's own actions or decisions determine outcomes or events.
53. Equity theory: A theory suggesting that individuals compare their own inputs and outcomes to those of
others to assess fairness.
54. Inputs: Effort, time, skills, or resources invested in a job or task.
55. Outputs: Rewards, benefits, or outcomes received as a result of performing a job or task.
56. Input/output ratio: The relationship between inputs and outputs in assessing fairness or equity.
57. Organizational justice: Perceptions of fairness in the workplace, including distributive, procedural, and
interactional justice.