Chapter 9

• Motivation - the internal force that drives employee to perform well in the workplace
• Ability and skill determine whether a worker can do the job,
• motivation determines whether the worker will do it properly
• Conscientiousness is the best personality predictor of work performance
• Organizational citizenship behaviors (OCBs) are behaviors that are not part of an employee’s job but that make the organization a better place to work (e.g., helping others, staying late)
• Stability is most associated with salary and setting high goals;
• extraversion is most highly correlated with the number of promotions received
• Self-Esteem - The extent to which a person views him or herself as a valuable and worthy individual.
• Consistency Theory - Korman’s theory that employees will be motivated to perform at levels consistent with their levels of self-esteem
• Chronic Self-Esteem - the positive or negative way in which a person views himself or herself as a whole
• Situational Self-Esteem - the positive or negative way in which a person views him or herself in a particular situation
• Socially Influenced Self-Esteem - the positive or negative way in which a person views him or herself based on the expectations of others.
• Self-Esteem Workshops - employees can attend workshops in which they are given insights into their strengths
• Experience with Success - an employee is given a task so easy that he will almost certainly succeed.
• Self-Fulfilling Prophecy, which states that an individual will perform as well or as poorly as he expects to perform.
• Galatea Effect - when high self-expectations result in higher levels of performance.
• Supervisor Behavior - train supervisors to communicate a feeling of confidence in an employee.
• Pygmalion Effect is the idea that if people believe that something is true, they will act in a manner consistent with that belief.
• Golem Effect is when negative expectations of an individual cause a decrease in that individual’s performance
• Intrinsic Motivation - Work motivation in the absence of such external factors as pay, promotion, and coworkers
• Extrinsic Motivation - Work motivation that arises from such nonpersonal factors as pay, coworkers, and opportunities for advancemen
• Work Preference Inventory - a measure of an individual’s orientation toward intrinsic versus extrinsic motivation.
• trait theory, the extent to which a person desires to be successful
• Need for Affiliation - the extent to which a person desires to be around other people.
• Need for Power - according to trait theory, the extent to which a person desires to be in control of other people.
• Self-Regulation - A theory that employees can be motivated by monitoring their own progress toward the goals they set and adjusting their behavior to reach those goals.
• Job Expectations - A discrepancy between what an employee expects a job to be like and the reality of the job can affect motivation and satisfaction.
• Maslow’s Needs Hierarchy - Maslow believed that employees would be motivated by and satisfied with their jobs at any given point in time if certain needs were met
• Hierarchy - a system arranged by rank.
• Needs Theory - a theory based on the idea that employees will be satisfied with jobs that satisfy their needs
• ERG Theory - Aldefer’s needs theory, which describes three levels of satisfaction: existence, relatedness, and growth.
• Two-Factor Theory - Herzberg’s needs theory, postulating that there are two factors involved in job satisfaction: hygiene factors and motivators.
• Hygiene Factors In Herzberg’s two-factor theory, job-related elements that result from but do not involve the job itself. (pay and benefits
• Motivators In Herzberg’s two-factor theory, elements of a job that concern the actual duties performed by the employee
• Goal Setting - A method of increasing performance in which employees are given specific performance goals to aim for
• Specific - properly set goals are concrete and specific. The more specific the goal, the greater the productivity
• Measurable - with specific criteria that can measure the progress towards the accomplishment of the goal
• Attainable - properly set goals should not be impossible to achieve.
• Relevant - properly set goals should be related or connected to the job of the employee.
• Time-Bound - having a time frame for the completion of the goal.