1. C h a p t e r 16 GLOSSARYGLOSSARY EXIT Glossary Modern Management, 9 th edition Click on terms for definitions Alderfer’s ERG theory Argyris’ maturity-immaturity continuum Behavior modification Content theories of motivation Equity theory of motivation Esteem needs Extrinsic rewards Flextime Hygiene, or maintenance, factors Intrinsic rewards Job enlargement Job enrichment Job rotation McClelland’s acquired needs theory Motivating factors, or motivators Motivation Motivation strength Needs-goal theory Negative reinforcement Physiological needs Porter-Lawler theory Positive reinforcement Process theories of motivation Punishment Security, or safety, needs Self-actualization needs Social needs Theory X Theory Y Theory Z Vroom expectancy theory

2. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Alderfer’s ERG theory is an explanation of human needs that divides them into three basic types: existence needs, relatedness needs, and growth needs.

3. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Argyris’ maturity-immaturity continuum is a concept that furnishes insights into human needs by focusing on an individual’s natural progress from immaturity to maturity.

4. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Behavior modification is a program that focuses on managing human activity by controlling the consequences of performing that activity.

5. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Content theories of motivation are explanations of motivation that emphasize people’s internal characteristics.

6. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Equity theory of motivation is an explanation of motivation that emphasizes the individual’s perceived fairness of an employment situation and how perceived inequities can cause certain behaviors.

7. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Esteem needs are Maslow’s fourth set of human needs–including the desires for self-respect and respect from others.

8. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Extrinsic rewards are rewards that are extraneous to the task accomplished.

9. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Flextime is a program that allows workers to complete their jobs within a workweek of a normal number of hours that they schedule themselves.

10. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Hygiene, or maintenance, factors are items that influence the degree of job dissatisfaction.

11. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Intrinsic rewards are rewards that come directly from performing a task.

12. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Job enlargement is the process of increasing the number of operations an individual performs in a job.

13. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Job enrichment is the process of incorporating motivators into a job situation.

14. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Job rotation is the process of moving workers from one job to another rather than requiring them to perform only one simple and specialized job over the long term.

15. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary McClelland’s acquired needs theory is an explanation of human needs that focuses on the desires for achievement, power, and affiliation that people develop as a result of their life experiences.

16. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Motivating factors, or motivators, are items that influence the degree of job satisfaction.

17. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Motivation is the inner state that causes an individual to behave in a way that ensures the accomplishment of some goal.

18. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Motivation strength is an individual’s degree of desire to perform a behavior.

19. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary The needs-goal theory is a motivation model that hypothesizes that felt needs cause human behavior.

20. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Negative reinforcement is a reward that consists of the elimination of an undesirable consequence of behavior.

21. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Physiological needs are Maslow’s first set of human needs––for the normal functioning of the body, including the desires for water, food, rest, sex, and air.

22. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary The Porter-Lawler theory is a motivation theory that hypothesizes that felt needs cause human behavior and that motivation strength is determined primarily by the perceived value of the result of performing the behavior and the perceived probability that the behavior performed will cause the result to materialize.

23. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Positive reinforcement is a reward that consists of a desirable consequence of behavior.

24. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Process theories of motivation are explanations of motivation that emphasize how individuals are motivated.

25. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Punishment is the presentation of an undesirable behavior consequence or the removal of a desirable one that decreases the likelihood that the behavior will continue.

26. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Security, or safety, needs are Maslow’s second set of human needs––reflecting the human desire to keep free from physical harm.

27. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Self-actualization needs are Maslow’s fifth, and final, set of human needs– reflecting the human desire to maximize personal potential.

28. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Social needs are Maslow’s third set of human needs––reflecting the human desire to belong, including longings for friendship, companionship, and love.

29. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Theory X is a set of essentially negative assumptions about human nature.

30. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Theory Y is a set of essentially positive assumptions about human nature.

31. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary Theory Z is the effectiveness dimension that implies that managers who use either Theory X or Theory Y assumptions when dealing with people can be successful, depending on their situation.

32. © Prentice Hall, 2002 RETURN to Chapter termsEXIT Glossary The Vroom expectancy theory is a motivation theory that hypothesizes that felt needs cause human behavior and that motivation strength depends on an individual’s degree of desire to perform a behavior.