Process by which people intrpret the causes of
their own and others' behavior
Employee tendency to judge fairness by comapring
their relevant inputs to the outcomes they receive, and also comparing this
ratio to those of other people.
Recognition that employees have different
preferences for overreward, equity, or underreward.
Strength of belief that work&-related effort
will result in successful completion of a task (performance).
Theory that motivation is a product of three
factors: valence, expecctancy, and instrumentality.
Tendency to attribute others' achivement to good
luck or easy tasks and their failures to not trying hard enough or not having the
necessary personal characteristics.
The belief that personal capabilities are not as
great as other people believe them to be.
Include all the elements that employees believe
they bring, or contribute, to the job.
Belief that 9reward will be recieved once a task is
accomplished.
Conditions outside the firm that influnce employee
performance.
Conditions within the firm that influnce employee
performance.
Strength off the drive toward an action.
Any type of reinforement intended to modify
behavior by its consequnce.
Are the rewards they perceive they get from their
job and employer.
people's tendancy to percieve what they expect to
perceive.
Result direclty from an action.
Follow from the primary ones.
The need to become all that one is capable of
becoming.
the internal belief that one has the necassary
capabilites and competenices to perform a task, fulfill role expections, or
meet a challenging situation successfully.
A manager's expection for an employee will cause
the manager to treat the employee differently, and the employee will respond in
a way to confirm the initial expections. Also known as the Pygmalion effect.
Tendency to claim undue creidt for one's own
success and minimize personal responibility for problems.
Valence:
Strength of a person's preference for
reccieving a reward.
