Topic 11: Motivation and Performance in Organizations

The need to feel good about oneself and one's capabilities, to be respected by others, and to receive recognition and appreciation.

The need to realize one's full potential as a human being.

The need for security, stability, and a safe environment.

Needs for social interaction, friendship, affection, and love.

Basic needs for things such as food, water, and shelter that must be met in order for a person to survive.

A hierarchy of needs that motivates behavior, starting with the most basic needs and progressing to higher-level needs.

A theory that suggests three universal needs – for existence, relatedness, and growth – are essential for motivation.

The lowest level of needs in Maslow's hierarchy, which must be satisfied before higher-level needs become motivating.

The psychological forces that determine the direction, effort, and persistence of a person's behavior in an organization. Explains why people act the way they do in work environments.

The direction a person chooses among possible behaviors in a work setting. What behaviors are relevant to the work task?

The amount of effort a person exerts in performing a task. How hard you work.

The persistence of an individual's effort over time. How long you keep trying despite obstacles and setbacks?

Behavior performed for its own sake. The task is rewarding in itself. It's enjoyable and satisfying.

Behavior performed to acquire material or social rewards or to avoid punishment. The reason you do something is outside yourself.

Behavior performed to benefit or help others. You are motivated to do something good for others.

Anything a person gets from a job or organization. They can be tangible or intangible. They relate to the value of the job, such as pay, recognition, or job satisfaction.

The need to feel a sense of belonging and connection with others, to share thoughts and feelings, and to have open communication.

The need for self-development, creative work, and a sense of accomplishment through contributing to something greater than oneself.

Basic needs for survival, such as food, water, clothing, shelter, and a safe environment.

Needs that are not directly related to motivation but are essential for preventing job dissatisfaction.

Needs that are directly related to motivation and job satisfaction.

The desire to excel, overcome challenges, and achieve success.

The desire to build and maintain relationships.

The desire to influence others and have power.

A method that uses operant conditioning principles to encourage desired work behaviors and deter undesirable ones.

Learning by observing others and being motivated to perform a behavior based on seeing them rewarded for doing so.

A person's confidence in their ability to succeed in a task.

A theory that explains how people are motivated by the perceived relationship between their effort, performance, and rewards.

A compensation plan where pay is directly linked to individual, group, or organizational performance.

A system where an employee's pay is based on the number of units they produce.

A plan that focuses on reducing expenses or cutting costs by rewarding employees who contribute to savings.

A pay system where employees receive a share of the company's profits.

When a person feels they are getting more out of a job or situation than someone they compare themselves to, even if it isn't necessarily fair.

A person's perception of the fairness of how outcomes (like pay, promotions, or recognition) are distributed in a company.

A person's perception of how fairly they're treated when receiving outcomes, by the person who decides on those outcomes.

A person's perception of the fairness of the process used to decide how outcomes are distributed.

A person's perception of how well they're informed about the reasons behind decisions and the processes used to reach those decisions.

A theory that focuses on the types of goals that motivate people to perform well, and explains why these goals are effective.

Theories that explain how individuals learn to perform behaviors that lead to desired outcomes, and avoid those that result in undesirable outcomes.

A theory that suggests individuals learn through experiencing consequences of their actions. This involves using rewards and punishments to influence behavior.

A theory of motivation that focuses on a person's perception of fairness between their inputs (what they contribute) and outputs (what they receive) compared to others they see as comparable.

A situation where a person feels that their inputs (efforts and contributions) are proportional to their outputs (rewards and benefits) compared to a similar other.

A state where an individual feels that their inputs are greater than the outputs they receive compared to a referent other, creating a sense of unfairness.