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34 Matching questions

  1. performance
  2. Job flexibility
  3. Equity Theory of Motivation
  4. Growth
  5. hygiene factors are necessary to
  6. Job rotation
  7. Job Enrichment
  8. secondary needs
  9. satisfiers are necessary to
  10. Locke's Goal-Setting Theory
  11. The most common way a manager can form an expectation and communicate it to an employee is through ______________ ___________
  12. motivators or satisfiers factors
  13. Frustration-regression
  14. motivational strategy
  15. Relatedness
  16. Alderfer's ERG Theory
  17. Job redesign
  18. Thorndike's Reinforcement Theory
  19. Job enlargement
  20. four main principles to the Pygmalion Effect
  21. Needs-based theory of motivation
  22. primary needs
  23. Herzberg's Two-Factor Theory
  24. rewards
  25. Behavior-based theory of motivation
  26. law of effect
  27. Expectancy
  28. Vroom's Expectancy Theory of Employee Motivation
  29. hygiene factors
  30. Acquired Needs Theory
  31. Pygmalion Effect
  32. Empowerment
  33. motivation
  34. Existence
  1. a be sure a subordinate is not dissatisfied
  2. b John Stacey Adams; the premise that employees will put forth a particular level of effort (input) that they feel compares to the potential reward (output) and then compared to others
  3. c heory that looks at the relationship between behavior and its consequences
  4. d the need for basic material existence, like physiological health and safety
  5. e looks specifically at ways to expand an employee's job by redesigning certain aspects relating to the scope and depth
  6. f self-fulfilling prophecy, describes a phenomenon of how an expectation can be used to shape a person's behavior to act in accordance with the expectation
  7. g the need for personal development, including creative and meaningful work
  8. h developed by David McClelland; states that three needs - achievement (desire to excel), affiliation (being liked), and power (agreement & compliance) - are major motives determining people's behavior in the workplace
  9. i the tendency to seek to satisfy lower-order needs when higher orders are not met (Maslow)
  10. j Form the Expectation
    Expectation is Communicated
    Behavior is Adapted for Expectation
    Expectation comes True
  11. k cause dissatisfaction in the workplace, are extrinsic to the work itself, and are linked to things such as compensation, job security, organizational politics, working conditions, quality of leadership, and relationships between supervisors, subordinates, and peers
  12. l drive or willingness to do something
  13. m Broadening the scope of a job by expanding the number of different tasks to be performed.
  14. n Victor Vroom; a person will be motivated to put forth a higher level of effort if they believe their efforts will result in higher performance and thus better rewards.
  15. o motivate an employee to work towards a higher level of performance
  16. p provides an employee with more tasks to do, as well as increased responsibility and authority
  17. q provide an employee with a sense of pride and ownership of their work.
  18. r a theory that suggests challenging and specific goals increase human performance because they affect attention, effort, and persistence
  19. s something the employee finds value in
  20. t job redesign strategy that assigns workers to an alternate job on a temporary basis
  21. u employees have needs and will perform when their primary and secondary needs are met
  22. v refers to the level of effort an employee is willing to exert in hopes that the increased effort will result in better performance
  23. w linked to employee motivation and arise from intrinsic conditions of the job itself. include responsibility, job satisfaction, recognition, achievement, opportunities for growth, and advancement.
  24. x by manipulating certain behaviors in employees, they are more or less likely to perform
  25. y occurs when an employee is given the freedom, power, trust, autonomy, and encouragement to carry out job-related tasks.
  26. z theory of motivation that focuses on the job and and on the environment where work is done; employee motivation can be divided into hygiene factors and motivation factors
  27. aa the need for interpersonal connections, social status and recognition
  28. ab states that behavioral responses to stimuli that are followed by a satisfactory response (rewarded) will be strengthened, but responses that are followed by discomfort will be weakened (punishment)
  29. ac physiological needs (job security, a fair wage and benefits and safe working conditions)
  30. ad The most common way a manager can form an expectation and communicate it to an employee is through performance review
  31. ae offer employees alternatives to the typical nine-to-five work schedule (flextime, compressed workweek job sharing/twinning, telecommuting)
  32. af A human needs theory postulating that people have three basic sets of needs that can operate simultaneously. (Existence, relatedness, growth)
  33. ag internal states (belonging, achievement, power)
  34. ah strength of the relationship between an employee's behaviors and the rewards that they receive from those actions.