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the process by which a perosn's efforts are energized, directed, and sustained toward attaining a goal |
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hierarchy of needs theory |
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Maslow's theory that human needs- physiological ,safety, social, esteem, and self-actualizaiton - form a sort of hierarchy |
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a person's needs for food, drink, shelter, sex and other physical requirements |
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a person's needs for security and protection from physical and emotional harm, as well as assurance that physical needs will continue to be met |
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a person's needs for security and protection from physical and emotional harm, as well as assurance that physical needs will continue to be met |
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a person's neesd for internal esteem factors such as self-respect, autonomy, and achievemtn and external esteem factors suh as status recognition and attention |
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a person's needs for growth, achieving one's potential, and self-fulfillment; the drive to become what one is capable of becoming |
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the assumption that employees dislike work, are lazy, avoid responsiblity, and must be coerced to perform |
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the assumption that employees are creative, enjoy work, seek responsibility and can exercise self-direction |
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the motivation theory that intrinsic factors are realted to job satisfaction and motivation, whereas extrinsic factors are associated with job dissatisfaction |
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factors that eliminate job dissatisfaction, but don't motivate |
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factors that increase job satisfaction and motivation |
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the motivation theory that says three acquired (not innate) needs - achievement, power, and affiliation - are major motives in work |
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need for achievement (nAch) |
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the drive to succeed and excel in relation to a set of standards |
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the need to make others behave in a way that they would not have behaved otherwise |
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need for affiliation (nAff) |
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the desire for friendly and close interpersonal relationships |
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the way tasks are combined to form complete jobs |
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the number of different tasks required in a job and the frequency with which those tasks are repeated |
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the horizontal expansion of a job by increasing job scope |
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the vertical expansion of a job by adding planning and evaluating responsibilities |
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the degree of control employees have over their work |
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job characteristics model (JCM) |
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a framework for analyzing and designing jobs that identifies five priamry core job dimensions, their interrelationships, and their impact on outcomes |
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the degree to which a job requires a variety of activities so that an employees can use a number o different skills and talents |
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the degree to which a job requires completion of a whole and identifiable piece of work |
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the degree to which a job has a substantial impact on the lives or work of other people |
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the degree to which a job provides substantial freedom, independence, and discretion to the individual in scheduling work and determining |
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the degree to which carrying out work activities required by a job results in the individual's obtaining direct and clear information about his or performance effectiveness |
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relational perspective of work design |
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an approach to job design that focuses on how people's tasks and jobs are increasingly based on social relationships |
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proactive perspective of work design |
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an approach to job design in which employees take the initiiative to change how their owrk is performed |
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work practices designed to elicit greater input or invovlement from workers |
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the theory that an employee compares his or her job's input outocmes ration with that of relevant otehrs and then corrects an inequity |
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the persons, systems, or selves against which invidivudals ocmpare themselves to asses equity |
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perceived fairness of the process used to determine the distribution of rewards |
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the theory that an individual tends to act in a certain way based on teh expecation taht the act will be followed by a given outcome and on the attraciveneess of that outcome to the individual |
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