Week 5 Motivation and Performance Practices

Week 5 Motivation and Performance Practices - Chapter 5...

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Chapter 5: Motivation in the Workplace Vocabulary Affective Commitment: Emotional attachment to, identification with, and involvement in an organization Continuance commitment : Belief that staying with the organization serves your personal interests Motivation: The forces within a person that affect his or her direction, intensity, and persistence of voluntary behavior. Needs: Deficiencies that energize or trigger behaviors to satisfy those needs. Drives: Instinctive or innate tendencies to seek certain goals or maintain internal stability. Maslow’s needs hierarchy theory : Maslow’s motivation theory of five instinctive needs arranged in a hierarchy, whereby people are motivated to fulfill a higher need as a lower one becomes gratified. Self-actualization: The need for self-fulfillment—a sense that a person’s potential has been realized. Positive organizational behavior: Building positive qualities and traits within individuals or institutions as opposed to focusing on just trying to fix what might be wrong with them. ERG theory: A needs hierarchy theory consisting of three instinctive needs—existence, relatedness, and growth. Four-drive theory: A motivation theory based on the innate drives to acquire, bond, learn, and defend that incorporates both emotions and rationality. Need for achievement (nAch): A learned need in which people want to accomplish reasonably challenging goals, and desire unambiguous feedback and recognition for their success. Need for affiliation (nAff): A learned need in which people seek approval from others, conform to their wishes and expectations, and avoid conflict and confrontation. Need for power (nPow): A learned need in which people want to control their environment, including people and material resources, to benefit either themselves (personalized power) or others (socialized power). Expectancy theory: The motivation theory based on the idea that work effort is directed toward behaviors that people believe will lead to desired outcomes. Valence: The anticipated satisfaction or dissatisfaction that an individual feels toward an outcome. Goal setting: The process of motivating employees and clarifying their role perceptions by establishing performance objectives. Feedback: Any information that people receive about the consequences of their behavior. Multisource (360-degree) feedback: Performance feedback received from a full circle of people around an employee. Executive coaching: A helping relationship using behavioral methods to assist clients in identifying and achieving goals for their professional performance and personal satisfaction. Distributive justice: The perceived fairness in outcomes we receive relative to our contributions and the outcomes and contributions of others.
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  • Spring '08
  • extrinsic incentives, extrinsic incentives bias

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