(See related pages)
Below are the key terms featured in this chapter. Clicking on a term will reveal its definition. The textbook's full glossary is also available for online searching.
|
|
|
| Equity theory | The idea that employees try to maintain equity between inputs and outputs compared to others in similar positions (See page(s) 328) |
| |
| |
| |
| Expectancy theory | Victor Vroom’s theory that the amount of effort employees exert on a specific task depends on their expectations of the outcome (See page(s) 327) |
| |
| |
| |
| Extrinsic reward | Something given to you by someone else as recognition for good work; extrinsic rewards include pay increases, praise, and promotions (See page(s) 316) |
| |
| |
| |
| Goal-setting theory | The idea that setting ambitious but attainable goals can motivate workers and improve performance if the goals are accepted, accompanied by feedback, and facilitated by organizational conditions (See page(s) 327) |
| |
| |
| |
| Hawthorne effect | The tendency for people to behave differently when they know they are being studied (See page(s) 319) |
| |
| |
| |
| Hygiene factors | In Herzberg’s theory of motivating factors, job factors that can cause dissatisfaction if missing but that do not necessarily motivate employees if increased (See page(s) 321) |
| |
| |
| |
| Intrinsic reward | The good feeling you have when you have done a job well (See page(s) 316) |
| |
| |
| |
| Job enlargement | A job enrichment strategy that involves combining a series of tasks into one challenging and interesting assignment (See page(s) 324) |
| |
| |
| |
| Job enrichment | A motivational strategy that emphasizes motivating the worker through the job itself (See page(s) 322) |
| |
| |
| |
| Job rotation | A job enrichment strategy that involves moving employees from one job to another (See page(s) 324) |
| |
| |
| |
| Maslow’s hierarchy of needs | Theory of motivation that places different types of human needs in order of importance, from basic physiological needs to safety, social, and esteem needs to self-actualization needs (See page(s) 319) |
| |
| |
| |
| Motivators | In Herzberg’s theory of motivating factors, job factors that cause employees to be productive and that give them satisfaction (See page(s) 321) |
| |
| |
| |
| Principle of motion economy | Theory developed by Frank and Lillian Gilbreth that every job can be broken down into a series of elementary motions (See page(s) 317) |
| |
| |
| |
| Reinforcement theory | Theory that positive and negative reinforcers motivate a person to behave in certain ways (See page(s) 328) |
| |
| |
| |
| Scientific management | Studying workers to find the most efficient ways of doing things and then teaching people those techniques (See page(s) 317) |
| |
| |
| |
| Time-motion studies | Studies, begun by Frederick Taylor, of which tasks must be performed to complete a job and the time needed to do each task (See page(s) 317) |