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VU OT
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VU OT
hoofdstuk 13
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Motivation 13 = Psychological forces that determine the direction of a person's behavior in an organization, a person's level of effort, and a person's level of persistence. * Direction of a person’s behavior 13 = Refers to the many possible behaviors a person could engage in. * Effort 13 = Refers to how hard people work. * Persistence 13 = Refers to whether, when faced with roadblocks and obstacles, people keep trying or give up. Intrinsically motivated behavior 13 = Behavior that is performed for its own sake. Extrinsically motivated behavior 13 = Behavior that is performed to acquire material or social rewards or to avoid punishment. Prosocially motivated behavior 13 = Behavior that is performed to benefit or help others. Outcome 13 = Anything a person gets from a job or organization. Input 13 = Anything a person contributes to his or her job or organization. Expectancy theory 13 = The theory that motivation will be high when workers believe that high levels of effort lead to high levels of performance and high levels of performance lead to the attainment of desired outcomes. Expectancy 13 = In expectancy theory, a perception about the extent to which effort results in a certain level of performance. Instrumentality 13 = In expectancy theory, a perception about the extent to which performance results in the attainment of outcomes. Valence 13 = In expectancy theory, how desirable each of the outcomes available from a job or organization is to a person. Need 13 = A requirement or necessity for survival and well-being. Need theories 13 = Theories of motivation that focus on what needs people are trying to satisfy at work and what outcomes will satisfy those needs. Maslow's hierarchy of needs 13 = An arrangement of five basic needs that, according to Maslow, motivate behavior. Maslow proposed that the lowest level of inmet needs is the prime motivator and that only one level of needs is motivational at a time. * Self-actualization needs 13 = * Esteem needs 13 = * Belongingness needs 13 = * Safety needs 13 = * Physiological needs 13 = Alderfer's ERG theory 13 = The theory that three universal needs- for existence, relatedness, and growth- constitute a hierarchy of needs and motivate behavior. Alderfer proposed that needs at more than one level can be motivated at the same time. * Growth needs 13 = * Relatedness needs 13 = * Existence needs 13 = * Need frustration 13 = Unable to satisfy needs at a certain level. Herzberg's motivator hygiene theory 13 = A need theory that distinguishes between motivator needs (related to the nature of the work itself) and hygiene needs (related to physical and psychological context in which the work is performed) and proposes that motivator needs must be met for motivation and job satisfaction to be high. * Motivator needs = Motivator needs are related to the nature of the work itself and how challenging it is. * Hygiene needs = Hygiene needs are related to the physical and pschological context in which the work is performed. Need for achievement 13 = The extent to which an individual had a strong desire to perform challenging tasks well and to meet personal standards for excellence. Need for affiliation 13 = The extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around him or her get along with each other. Need for power 13 = Equity theory 13 = Equity 13 = Inequity 13 = Underpayment inequity 13 = Overpayment inequity 13 = Goal-setting theory 13 = * Goal 13 = What a person is trying to accomplish though his or her efforts and behaviors. * Specific goals 13 = Specific goals are often quantitative. * Difficult goals 13 = Difficult goals are hard but not impossible to attain. * Action plans 13 = Action plans can include the strategiesto attain the foals and timetables or schedules for the different activities crucial to goal attainment. Learning theory 13 = Theories that focus on increasing employee motivation and performance of desired behaviors and the attainment of goals. Learning 13 = A relatively permanent change in knowledge of behavior that results from practice or experience. Operant conditioning theory 13 = The theory that people learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead to undesired consequences. * Specific behaviors 13 = * Organizationally functional behaviors 13 = Behavior that contribute to organizational effectiveness. * Specific outcomes 13 = Positive reinforcement 13 = Giving people the outcomes they desire when they perform organizationally functional behaviors. Positive reinforcers = Negative reinforcement 13 = Eliminating or removing undesired outcomes when people perform organizationally functionally behaviors. Negative reinforcers = Extinction 13 = Curtailing the perdormance of dysfunctional behaviors by eliminating whatever is reinforcing them. Punishment 13 = Administering an undesired or negative consequence when dysfunctional behavior occurs. * Removal 13 = * Administration 13 = Organizational behavior modification (OB MOD) 13 = The systematic application of operant conditioning techniques to promote the performance of organizationally functional behaviors and discourage the performance of dysfunctional behaviors. Social learning theory 13 = A theory that takes into account how learning and motivation are influenced by people's thoughts and beliefs and their observations of other people's behavior. Vicarious learning 13 = Learning that occurs when the learner becomes motivated to perform a behavior by whatching another persons performing It and being reinforced for doing so (also called observational learning). * Observational learning 13 = Learning that occurs when the learner becomes motivated to perform a behavior by whatching another persons performing It and being reinforced for doing so (also called vicarious learning). Self-reinforcer 13 = Any desired or attractive outcome or reward that a person gives himself or herself for good performance. Self-efficacy 13 = A person's belief about jis or her ability to perform a behavior succesfully. Merit pay plan 13 = A compensation plan that bases pay on performance. Employees stock option 13 = A financial instrument that entitles the bearer to buy shares of an organization's stock at a certain price during a certain period under certain conditions. * Piece-rate pay 13 = An individual-based merit plan, managers base employee's pay on the number of units each employee produces (whether televisions, computers components, or welded auto parts). * Commission pay 13 = An individual-based merit plan, managers base pay on a percentage of sales. * The Scalon plan 13 = * Profit sharing 13 =
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