Motivational Basics

Achievement Motive:

Drive to overcome challenges and obstacles in the pursuit of goals.

Affiliation Motive:

Drive to relate to people on a social basis.

Behavior Modification:

Theory that behavior depends on its consequences; therefore, it is possible to control a number of employee behaviors by manipulating their consequences.

Competence Motive:

Drive to be good at something, allowing one to perform high&-quility work.

Drives:

Each person tends to develop certain motivational drives as aproduct of the cultural environment in which each person lives, and thesse affect the way people view their jobs and approach their lives.

ERG Model:

Existence, relatedness, and groth needs.

Ethical Impartive:

The belief that particaption ought to be used by managers for moral reasons.

Extinction:

Lack of a significant consquence accomplying behavior.

Extrinsic Motivators:

External rewards that occur apart from work.

Goal Setting:

Establishment of targets and objectives for successful performance, both long&-run and short&-run.

Growth Need:

The desire for self&-esteem and self&-actualization.

Hiercharchy Of Needs:

Phiolsophy that different groups of needs have a specific order of priority among most peolple, so that one group of needs precedes another in importance.

Higher Order Needs:

Need levels 3 to 5 on the Maslow hierachy of needs.

Intrinsic Motivators:

Internal rewards that a person feels when performing a job, so that there is a direct and immediate connection betwwen work and reward.

Job content:

Condtions that relate directly to the job itself and the employee's performance of it, rather than condtions in the environment external to the job.

Job context:

Job conditions in the environment surrounding the job, rather than those directly related to job performance.

Kaizen:

The widesprea belief in Japen that everyone should constantly drive themselves to be seeking ways to improve everything around them.

Law of Effect:

Tendency of a person to repeat behavior that is accompanied by favorable consequences and not to repeat behavior accompanied by unfavorable consequences.

Lower Order Needs:

Need levels 1 and 2 on the Maslow hierarchy of needs.

Maintenance Factors:

Conditions that tend to satisfy workers they exist and to dissattisfy workers when they do not exist, but their existence tends not to be strongly motivating.

Motivational Factors:

Conditions that tend to motivate workers when they exist, but their absence rarely is strongly dissatisfying.

Negative Reinforcement:

Removal of an unfavorable consequence that accompanies behavior.

Organizational Behavior Modification (O.B.Mod.):

Behavior modification used in organizations.

Performance Feedback:

Timely provision of data or judgement regarding task&-realted results.

Performance Monitoring:

Observing behavior, inspecting output, or studying doucuments of perforamnce indicators.

Personal Power:

Ability of leaders to develop followers from the strength of their own personalities.

Postive Reinforcement:

Favorable consequence that accompanies behavior and enccourages repetion of the behavior.

Power Motive:

Drive to influnce people and change situations.

Punishment:

Unfavorable consequence that accompanies behavior and discorages reptition of the behavior.

Relatedness Need:

The desire of an employee to be understood and accepted.

Reinforcement:

Behavior consequence that influences future behavior.

Reinforcement Continous:

Reinforcement accompanying each correct behavior.

Reinforcement Schedules:

Frequency with reinforcement accopanies a desired behavior.

Reinforcement Fixed Interval:

Reinforcement aafter a certain period of time.

Reinforcement Fixed Ratio:

Reinforcement after a certain number of correct responses.

Reinforcement Variable Interval:

Reinforcement after a variety of time periods.

Reinforcement Variable Ratio:

Reinforcement after a variable number of correct responses.

Self&-efficacy:

The internal belief that one has the necessary capabilities and competencies to perform a task, fulfill role expections, or meet a chaalenging situation successfully.

Shaping:

Sysstematic and progressive application of positive reinforcement as behavior as behavior comes hierarchy.

Social Learning Theory:

The belief that employes gain substanial information about how to perform and act by observing and imitating role models around them. Also called vicarious learning.

Two Factor Model of Motivational:

Motivational model developed by Frederick Herzberg, which concludes that one set of job conditions primarily motivates an employee wwhile a different set primarly dissatisfies the employee if they are inadquate.

Vicarious Learning:

Also Social learning theory; The belief that employees gain substanial information about how to perform and act by observing and imitating role models around they.