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Work Motivation
The psychological forces that determine the direction of a person's behavior in an organization, a person's level of effort, and a person's level of persistence.
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Direction of Behavior
Which behaviors does a person choose to perform in an organization?
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Level of Effort
How hard does a person work to perform a chosen behavior?
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Level of Persistence
When faces with obstacles, roadblocks, and stone walls, how hard does a person keep trying to perform a chosen behavior successfully?
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Intrinsically Motivated Work Behavior
Behavior that is performed for its own sake.
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Extrinsically Motivated Work Behavior
Behavior that is performed to acquire material or social rewards or to avoid punishment.
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Need Theory
A group of theories about work motivation that focuses on employees' needs as the sources of motivation.
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Need
A requirement for survival and well-being.
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Maslow's Hierarchy of Needs
Five universal needs that human beings seek to satisfy.
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Maslow's Hierarchy of Needs (Levels)
- Physiological: Basic needs like food, water and shelter
- Safety: Security, stability
- Belongingness: Social interaction, friendship, and love
- Esteem: Need to feel good about oneself
- Self-actualization: Realize one's true potential as a human being
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Alderfer's ERG Theory (Levels)
- Existence: Human survival like food, water, clothing, shelter, clothing, and safety
- Relatedness: Good interpersonal relationships and communication
- Growth: Self development and creative and productive work
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Expectancy Theory
A theory about work motivation that focuses on how employees make choices among alternative behaviors and levels of effort.
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Valence
In expectancy theory, the desirability of an outcome to an individual.
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Instrumentality
In expectancy theory, a perception about the extent to which performance of one or more behaviors will lead to the attainment of a particular outcome.
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Expectancy
In expectancy theory, a perception about the extent to which effort will result in a certain level of performance.
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Equity Theory
A theory about work motivation that focuses on employees' perceptions of the fairness of their work outcomes and inputs.
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Outcome/Input Ratio
In equity theory, the relationships between what an employee gets from a job (outcomes) and what the employee contributes to the job (inputs).
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Overpayment Inequity
The inequity that exists when a person perceives that his or her outcome/input ratio is greater than the ratio of a referent.
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Underpayment Inequity
The inequity that exists when a person perceives that his or her outcome/input ratio is less than the ratio of a referent.
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Ways to Restore Equity
- Employees can change their inputs or outcomes.
- Employees try to change their referents' inputs or outcomes.
- Employees change their perceptions
- Employees change the referent
- Employees leave the job or force the referent to leave
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Organizational Justice
An employee's perception of overall fairness in his or her organization.
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Distributive Justice
The perceived fairness of the distribution of outcomes in an organization.
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Procedural Justice
The perceived fairness of the procedures used to make decision about the distribution of outcomes in an organization.
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Interpersonal Justice
The perceived fairness of the interpersonal treatment of employees receive from the distributors of outcomes or their managers.
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Informational Justice
Employee perceptions of the extent to which managers explain their decisions and the procedures they used to arrive at the decisions.
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Counterproductive Work Behaviors
Behaviors by an employee that violate organizational values and norms and that can potentially harm individuals and the organization.
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