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The idea that employees try to maintain equity between inputs and outputs compared to others in similar positions.
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Victor Vroom’s theory that the amount of effort employees exert on a specific task depends on their expectations of the outcome – if they can see that their work has some relevance to accomplishing the task, they will feel better about working because they can see their work has meaning.
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Something given to you by someone else as recognition for good work; extrinsic rewards include pay increases, praise, and promotions.
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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.
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The tendency for people to behave differently when they know they are being studied. Because they know they are being watched, they do not do things the same way as if they believed they were private.
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In Herzberg’s theory of motivating factors, job factors that can cause dissatisfaction if missing but that do not necessarily motivate employees if increased.
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The good feeling you have when you have done a job well.
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A job enrichment strategy that extends the work cycle by adding related tasks to the job description.
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A motivational strategy that emphasizes motivating the worker through the job itself – things about the actual activity of the job that workers like.
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A job enrichment strategy that involves moving employees from one job to another.
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A system of goal setting and implementation that involves a cycle of discussion, review, and evaluation of objectives among top and middle-level managers, supervisors, and employees.
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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.
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A person’s internal drive to act. People wanting to do something to receive some reward .
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In Herzberg’s theory of motivating factors, job factors that cause employees to be productive and that give them satisfaction.
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Theory developed by Frank and Lillian Gilbreth that every job can be broken down into a series of elementary motions.
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Theory that positive and negative reinforcers motivate a person to behave in certain ways.
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Studying workers to find the most efficient ways of doing things and then teaching people those techniques.
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Studies, begun by Frederick Taylor, of which tasks must be performed to complete a job and the time needed to do each task. The idea is that by analysing the results, you could coach people to move their hands and body faster to produce products more quickly on an assembly line system.
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