Chapter 16 Managing Employee Motivation and Performance
need for achievement The desire to accomplish a goal or task more effectively than in the past

NEED FOR AFFILIATION The desire for human companionship and acceptance

NEED FOR POWER The desire to be influential in a group and to control one's environment

PROCESS PERSPECTIVES Approaches to motivation that focus on why people choose certain behavioral options to fulfill their needs and how they evaluate their satisfaction after they have attained these goals

EXPECTANCY THEORY Suggests that motivation depends on two things--how much we want something and how likely we think we are to get it

EFFORT-TO-PERFORMANCE EXPECTANCY The individual's perception of the probability that his or her effort will lead to high performance

PERFORMANCE-TO-OUTCOME EXPECTANCY The individual's perception that her or his performance will lead to a specific outcome

OUTCOMES Consequences of behaviors in an organizational setting, usually rewards

VALENCE An index of how much an individual desires a particular outcome; it is the attractiveness of the outcome to the individual

EQUITY THEORY Suggests that people are motivated to seek social equity in the rewards they receive for performance

REINFORCEMENT PERSPECTIVE Approach to motivation that explains the role of rewards as they cause behavior to change or remain the same over time

POSITIVE REINFORCEMENT A method of strengthening behavior with rewards or positive outcomes after a desired behavior is performed

AVOIDANCE Used to strengthen behavior by avoiding unpleasant consequences which would result if the behavior were not performed

PUNISHMENT Used to weaken undesired behaviors by using negative outcomes or unpleasant consequences when the behavior is performed

EXTINCTION Used to weaken undesired behaviors by simply ignoring or not reinforcing that behavior

FIXED-INTERVAL SCHEDULES Provide reinforcement at fixed intervals of time, such as regular weekly pay checks

VARIABLE-INTERVAL SCHEDULES Provide reinforcement at varying intervals of time, such as occasional visits by the supervisor

FIXED-RATIO SCHEDULES Provide reinforcement after a fixed number of behaviors regardless of the time interval involved, such as a bonus for every fifth sale

VARIABLE-RATIO SCHEDULES Provide reinforcement after varying numbers of behaviors are performed, such as the use of complements by a supervisor on an irregular basis

BEHAVIOUR MODIFICATION or OB Mod Method for applying the basic elements of reinforcement theory in an organizational setting

EMPORWERMENT The process of enabling workers to set their own work goals, make decisions, and solve problems within their sphere of responsibility and authority

PARTICIPATION The process of giving employees a voice in making decisions about their own work

COMPRESSED WORK SCHEDULE Working a full forty-hour week in fewer than the traditional five days

FLEXIBLE WORK SCHEDULE or flextime Allowing employees to select, within broad parameters, the hours they work

JOB SHARING When two part-time employees share one full-time job.

TELECOMMUTING Allowing employees to spend part of their time working off-site, usually at home

REWARD SYSTEMS The formal and informal mechanisms by which employee performance is defined, evaluated, and rewarded

MERIT SYSTEM A reward system whereby people get different pay raises at the end of the year depending on their overall job performance

INCENTIVE SYSTEM reward system whereby people get different pay amounts at each pay period in proportion to what they do