The forces either internal or external to a person that arouse enthusiasm and peritence to pursue a certatin cource of action
Internal satisfactions a person receives in the process of performing a particular action
rewards given by another person, typically a supervisor, such as pay increases and promotions
rewards that apply the same to all people within an organizaiton or within a specific category or department
Rewards that differ among individuals within the same organization or department
The first dimension of Hezberg's two-factor theory; involves working conditions, pay, company policies, and interpersonal relationships
The second dimension of Herzberg's two-factor theory; involves job satisfaction and meeting higher-level needs such as achievement, recognition, and opportunity for growth
McClelland's theory that proposes that certain types of needs (achievement, affiliation, power) are acquired during an individual's lifetime.
Acquired needs theory
A motivational theory that looks at the relationship between behavior and its consequences by changing or modifying followers' on-the-job behavior through the appropriate use of immediate rewards or punishments
The set of techniques by which reinforcement theory is used to modify behavior
States tat positively reinforced behavior tends to be repeated and behavior that is not reinforced tends not to be repeated.
Law of Effect
anything that causes a certain behavior to be repeated or inhibited
The administration of a pleasant and rewarding consequence following a behavior
The withdrawal of an unpleasant consequence once a behavior is improved
The imposition of unpleasant outcomes on an employee following a undesirable behavior
The withdrawal of a positive reward, meaning that behavior is no longer reinforced and hence is less likely to occur in the future.
A theory that suggests that motivation that suggest that motivation depends on individuals' mental expectations about their ability to perform tasks and receive desired rewards
A theory that proposes that people are motivated to seek social equity in the rewards they receive for performance
Power sharing; the delegation of power authority to subordinates in the organization
When people enojoy their job and are satisfied with their work conditions, contribute enthusiastically to meeting team and organizational goals, and feel a sense of belonging and committment to the orgnaization
Giving employees real and psychological ownership in the organization; as owners, people are motivated to give thier best performance
Motivational approach that encourages people to work together rather than focus on individual achievements and rewards; ties additional pay to improvement in overall employee performance