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Psychological forces that determine the direction of a person’s behaviour in an organization, a person’s level of effort, and a person’s level of persistence.
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Behaviour that is performed for its own sake.
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Behaviour that is performed to acquire material or social rewards or to avoid punishment.
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Behaviour that is performed to benefit or help others.
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Anything a person gets from a job or organization.
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Anything a person contributes to his or her job or organization.
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A requirement or necessity for survival and well-being.
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Theories of motivation that focus on what needs people are trying to satisfy at work and what outcomes will satisfy those needs.
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An arrangement of five basic needs that, according to Maslow, motivate behaviour. Maslow proposed that the lowest level of unmet needs is the prime motivator and that only one level of needs is motivational at a time.
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A need theory that distinguishes between motivator needs (related to the nature of the work itself) and hygiene needs (related to the physical and psychological context in which the work is performed). Herzberg proposed that motivator needs must be met in order for motivation and job satisfaction to be high. This theory is also known as the two-factor theory.
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The extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence.
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The extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around him or her get along with each other.
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The extent to which an individual desires to control or influence others.
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Theories that explain the processes by which employee behaviour can be aroused and then directed.
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The theory that motivation will be high when employees believe that high levels of effort will lead to high performance and that high performance will lead to the attainment of desired outcomes.
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In expectancy theory, a perception about the extent to which effort will result in a certain level of performance.
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In expectancy theory, a perception about the extent to which performance will result in the attainment of outcomes.
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In expectancy theory, how desirable each of the outcomes available from a job of organization is to a person.
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A theory of motivation that focuses on people’s perceptions of the fairness of their work outcomes relative to their work inputs.
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The justice, impartiality, and fairness to which all organizational members are entitled.
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Lack of fairness.
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Inequity that exists when a person perceives that his or her own outcome/input ratio is less than the ratio of a referent.
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Inequity that exists when a person perceives that his or her own outcome/input ratio is greater than the ratio of a referent.
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A theory that focuses on identifying the types of goals that are most effective in producing high levels of motivation and performance and explaining why goals have these effects.
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Theories that focus on increasing employee motivation and performance by linking the outcomes that employees receive to the performance of desired behaviours and the attainment of goals.
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A relatively permanent change in knowledge or behaviour that results from practice or experience.
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The theory that people learn to perform behaviours that lead to desired consequences and learn not to perform behaviours that lead to undesired consequences.
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Any stimulus that causes a given behaviour to be repeated.
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Giving people outcomes they desire when they perform organizationally functional behaviours.
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Eliminating or removing undesired outcomes once people have performed organizationally functional behaviours.
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Stopping the performance of dysfunctional behaviours by eliminating whatever is reinforcing them.
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Administering an undesired or negative consequence when dysfunctional behaviour occurs.
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A theory that takes into account how learning and motivation are influenced by people’s thoughts and beliefs and their observations of other people’s behaviour.
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Learning that occurs when the learner becomes motivated to perform a behaviour by watching another person perform it and be reinforced for doing so; also called observational learning.
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Any desired or attractive outcome or reward that a person gives to himself or herself for good performance.
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A person’s belief about his or her ability to perform a behaviour successfully.
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A total reward strategy encompasses both intrinsically and extrinsically motivating factors.
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Management expressions of interest, approval and appreciation for a job well done by individuals or groups of employees.
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A compensation plan that bases pay on performance.
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Financial instruments that entitle the bearer to buy shares of an organization’s stock at a certain price during a certain period of time or under certain conditions.
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