| Glossary
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| Chapter 12
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| acquired needs theory
| The acquired needs theory proposes that certain types of needs, including the need for achievement, need for affiliation, and need for power, are acquired during an individual's lifetime of experiences.
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| avoidance learning
| Avoidance learning is the removal of an unpleasant consequence once a behavior is improved, thereby encouraging and strengthening the desired behavior. Managers apply avoidance learning, called negative reinforcement, when they remove an unpleasant consequence once a behavior is improved.
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| behavior modification
| Behavior modification is the name given to the set of techniques by which reinforcement theory is used to modify human behavior.
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| content theories
| Content theories emphasize the needs that motivate people.
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| E → P expectancy
| A person's E → P expectancy is the expectancy that putting effort into a given task will lead to high performance.
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| engagement
| Employee engagement means that people enjoy their jobs and are satisfied with their work conditions, contribute enthusiastically to meeting team and organizational goals, and feel a sense of belonging and commitment to the organization.
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| equity
| A situation of equity exists when the ratio of one person's outcomes to inputs equals that of another's.
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| equity theory
| Equity theory focuses on individuals' perceptions of how fairly they are treated relative to others.
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| ERG theory
| ERG theory is a modification of the needs hierarchy and proposes three categories of needs: existence, relatedness, and growth.
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| expectancy theory
| Expectancy theory proposes that motivation depends on individuals' expectations about their ability to perform tasks and receive desired rewards.
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| extinction
| Extinction is the withholding of a positive reward. Whereas with punishment, the supervisor imposes an unpleasant outcome such as a reprimand, extinction involves withholding praise or other positive outcomes.
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| extrinsic rewards
| Extrinsic rewards are given by another person, typically a manager, and include promotions, praise, and pay increases. They originate externally, as a result of pleasing others.
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| frustration-regression principle
| The frustration-regression principle is the idea that failure to meet a high-order need may cause a regression to an already satisfied lower-order need; thus, people may move down as well as up the needs hierarchy.
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| goal-setting theory
| Goal-setting theory proposes that specific, challenging goals increase motivation and performance when the goals are accepted by subordinates and these subordinates receive feedback to indicate their progress toward goal achievement.
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| hierarchy of needs theory
| The most well-known content theory is Maslow's hierarchy of needs theory, which proposes that people are motivated by five categories of needs?physiological, safety, belongingness, esteem, and self-actualization?that exist in a hierarchical order.
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| hygiene factors
| One element of Herzberg's two-factor theory, hygiene factors, focuses on lower-level needs and involves the presence or absence of job dissatisfiers, including working conditions, pay, and company policies.
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| intrinsic rewards
| Intrinsic rewards are the satisfactions that a person receives in the process of performing a particular action.
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| job characteristics model
| The job characteristics model is a model of job design that considers core job dimensions, individuals' critical psychological states, and employee growth-need strength.
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| job design
| Job design is the application of motivational theories to the structure of work for improving productivity and satisfaction.
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| job enrichment
| Job enrichment refers to incorporating high-level motivators, such as achievement, recognition, and opportunities for growth, into the work.
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| law of effect
| The basic assumption underlying behavior modification is the law of effect, which states that behavior that is positively reinforced tends to be repeated, and behavior that is not reinforced tends not to be repeated.
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| making progress principle
| The making progress principle is the idea that the single most important factor that can boost motivation, positive emotions, and perceptions during a workday is making progress toward meaningful goals.
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| motivation
| Motivation is the arousal of enthusiasm and persistence to pursue a certain course of action.
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| motivators
| Herzberg's second factor, motivators, influences job satisfaction based on fulfilling higher-level needs such as achievement, recognition, responsibility, and opportunities for personal growth.
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| P → O expectancy
| P → O expectancy is the expectancy that high performance of a task will lead to the desired outcome.
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| positive reinforcement
| Positive reinforcement is the administration of a pleasant and rewarding consequence following a desired behavior, such as praise for an employee who arrives on time or does a little extra work. Research shows that positive reinforcement does help motivate desired behaviors.
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| process theories
| Process theories, including goal-setting theory, equity theory, and expectancy theory, explain how people select behaviors with which to meet their needs and determine whether their choices were successful.
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| punishment
| Punishment is the imposition of unpleasant outcomes on an employee, typically occuring after undesirable behavior.
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| reinforcement
| Reinforcement is defined as anything that causes a certain behavior to be repeated or inhibited.
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| reinforcement theory
| Reinforcement theory simply looks at the relationship between behavior and its consequences. It focuses on changing or modifying employees' on-the-job behavior through the appropriate use of immediate rewards and punishments.
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| social learning theory
| Social learning theory is related to the reinforcement perspective, but it proposes that an individual's motivation can result not just from direct experience of rewards and punishments but also from the person's observations of other people's behavior.
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| thriving workforce
| A thriving workforce is one in which people are not just satisfied and productive, but also engaged in creating the future?their own and that of the organization.
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| valence
| Valence is the value of outcomes (rewards) to the individual.
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| vicarious learning
| Vicarious learning, or�observational learning, occurs when an�individual sees others perform certain�behaviors and get rewarded for them.
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| work redesign
| Work redesign means altering jobs to increase both the quality of employees' work experience and their productivity.
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