CHAPTER 15

* Motivation = accounts for the level, direction and persistence of effort expended at work.

* Need = an unfulfilled psychological desire.

* MASLOW´S HIERACHY OF HUMAN NEEDSHigher-order needs- Self actualization needs : creative and challenging work. Participation in decision making. Job flexibility and autonomy.- Esteem needs : responsibility of an important job. Promotion to a higher status job. Praise and recognition from boss.

Lower-order needs- Social needs : friendly coworkers. Interaction with customers. Pleasant supervisor.- Safety needs : Safe working conditions. Job security. Base compensation and benefits.- Psychological needs : rest and refreshment breaks. Physical comfort on the job. Reasonable work hours.

* Lower-order needs : psychological, safety and social needs.

* Higher-order needs : esteem and self-actualization needs.

* Deficit principle = states that a satisfied need does not motivate behavior.

* Progression principle = states that a need is not activated until the next lower-level need is satisfied.

* Existence needs = desires for physical well-being.

* Relatedness needs = desires for good interpersonal relationships.

* Growth needs = desires for personal growth and development.

* Frustration-regression principle = states that an already satisfied need can become reactivated when a higher level need is blocked.

* Satisfier factor = found in job content, such as a sense of achievement, recognition, responsibility, advancement and personal growth.

* Hygiene factor = found in the job context, such as working conditions, interpersonal relations, organizational policies and salary.

* Need for achievement = the desire to do something better and solve problems or master complex tasks.

* Need for power = the desire to control, influence or be responsible for other people.

* Need for affiliation = the desire to establish and maintain good relations with people.

* EQUITY THEORY AND THE ROLE OF SOCIAL COMPARISON- Personal rewards vis-a-vis personal inputs are compared to Others´ rewards vis-a-vis others´inputs. With the result : 1. Perceived equity = the individual is satisfied and does not change behavior2. Perceived inequity = the individual feels discomfort and acts to eliminate the inequity.

* Expectancy = a person´s belief that working hard will result in high task performance.

* Instrumentality = a person´s belief that various outcomes will occur as a result of task performance.

* Valence = the value a person assigns to work-related outcomes.

* Motivation = expectancy x instrumentality x valence

* Self efficacy = a person´s belief that she or he is capable of performing a task.

* HOW TO INCREASE SELF-EFFICACY?- enactive mastery- verbal persuasion- emotional arousal- vicarious modeling

* Law of effect = states that behavior followed by pleasant consequences is likely to be repeated : behaviour followed by unpleasant consequences is not.

* Operant conditioning = the control of behavior by manipulating consequences.

* Positive reinforcement = strenghtens behavior by making a desirable consequence contingent on its occurrence. (approval during a business meeting)

* Negative reinforcement = strengthens behavior by making the avoidance of an undesirable consequence contingent on its occurrence. (nag about being late)

* Punishment = discourages behavior by making an unpleasant consequence contingent on its occurrence. (written reprimand to an employee)

* Extinction = discourages behavior by making the removal of a desirable

consequence contingent on its occurrence. (an employee gets approval from coworkers)

* Shaping = positive reinforcement of successive approximations to the desired behavior.

* Continuous reinforcement = rewards each time a desired behavior occurs.

* Intermittent reinforcement = rewards behavior only periodically.

* The power of positive reinforcement is governed by 2 important laws:1. law of contingent reinforcement2. law of immediate reinforcement

* Job design = arranging work tasks for individuals and groups.

* Job simplification = employs people in clearly defined and specialized tasks with narrow job scope.

* Automation = total mechanization of a job.

* Job rotation = increases task variety by periodically shifting workers between different jobs.

* Job enlargement = increases task variety by combining into one job two or more tasks previously done by separate workers.

* Job enrichment = increases job depth by adding work planning and evaluating duties normally performed by the supervisor.

* 5 CORE JOB CHARACTERISTICS:1. Skill variety2. Task identity3. Task significance4. Autonomy5. Feedback from the job itself.

* IMPROVING JOB CHARACTERISTICS- form natural units of work- combine tasks- establish client relationships- open feedback channels- practice vertical loading

* Flexible working hours = give employees some choice in daily work hours.

* Compressed workweek = allows a full-time job to be completed in less than 5 days.

* Job sharing = splits one job between two people.

* Telecommuting = involves using IT to work at home or outside the office.

* Contigency workers = are employed on a part-time and temporary basis to supplement a permanent workforce.