The
individual, internal process that energizes, directs, and
sustains behavior; the personal "force" that causes
one to behave in a particular way.
A person's
attitude toward his or her job, superiors, and the firm itself.
The
application of scientific principles to management of work and
workers.
A compensation
system under which employees are paid a certain amount for each
unit of output they produce.
A concept of
employee motivation generally consistent with Taylor's
scientific management; assumes that employees dislike work and
will function only in a highly controlled work environment.
A concept of
employee motivation generally consistent with the ideas of the
human relations movement; assumes that
employees accept responsibility and work toward
organizational goals if by so doing they also achieve personal
rewards.
A personal
requirement.
Maslow's
sequence of human needs in the order of their importance.
The things
human beings require for survival.
The things
human beings require for physical and emotional security.
The human
requirements for love and affection and a sense of belonging.
The human
requirements for respect, recognition, and a sense of one's own
accomplishment and worth.
The needs to
grow and develop as people and to become all that we are capable
of being.
The idea that
satisfaction and dissatisfaction are distinct and separate
dimensions.
Job factors
that increase motivation, but whose absence does not necessarily
result in dissatisfaction according to the motivation&-hygiene
theory.
Job factors
that reduce dissatisfaction when present to an acceptable
degree, but do not necessarily result in high levels of
motivation, according to the motivation hygiene theory.
A theory of
motivation based on the premise that people are motivated first
to achieve and then to maintain a sense of equity.
A model of
motivation based on the assumption that motivation depends on
how much we want something and on how likely we think we are to
get it.
A theory of
motivation based on the premise that behavior that is rewarded
is likely to be repeated, whereas behavior that has been
punished is less likely to recur.
The belief
that some middle ground between Ouchi's Type A and Type J
practices is best for American business.
The formal
mechanism for defining, evaluating, and rewarding employee
performance.
A motivation
technique in which a manager and his or her subordinates
collaborate in setting goals.
The use of a
systematic program of reinforcement to encourage desirable
organizational behavior.
