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A psychological process through which unsatisfied wants or needs lead to drives that are aimed at goals or incentives |
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Content theories of motivation |
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Theories that explain work motivation in terms of what arouses, energizes, or initiates employee behavior |
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Process theories of motivation |
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theories that explain work motivation by how employee behavior is initiated, redirected, and halted |
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Basic physical needs for water, food, clothing, and shelter |
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Desires for security, stability, and the absence of pain |
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Desires to interact and affiliate with others and to feel wanted by others |
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Needs for power and status |
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Desires to reach one's full potential, to become everything one is capable of becoming as a human being |
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Two-factor theory of motivation |
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A theory that identifies two sets of factors that influence job satisfaction: hygiene factors and motivators |
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In the two-factor motivation theory, job-content factors such as achievement, recognition, responsibility, advancement, and the work itself |
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In the two-factor motivation theory, job-context variables such as salary, interpersonal relations, technical supervision, working conditions, and company policies and administration |
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In work motivation, those factors controlled by the organization, such as conditions, hours, earnings, security, benefits, and promotions |
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In work motivation, those factors internally controlled, such as conditions, hours, earnings, security, benefits, and promotions |
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Achievement motivation theory |
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A theory which holds that individuals can have a need to get ahead, to attain success, and to reach objectives |
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A process theory that focuses on how motivation is affected by people's perception of how fairly they are being treated |
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A process theory that focuses on how individuals go about setting goals and responding to them and the overall impact of this process on motivation |
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A process theory that postulates that motivation is influenced by a person's belief that (a) effort will lead to performance, (b) performance will lead to specific outcomes, and (c) the outcomes will be of value to the individual |
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A job's content, the methods that are used on the job, and the way the job relates to other jobs in the organization |
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Job designs that blend personnel and technology |
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The importance of work in an individual's life relative to other areas of interest |
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A Japanese term that means "overwork" or "job burnout" |
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The process of influencing people to direct their efforts toward the achievement of some particular goal or goals |
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A manager who believes that people are basically lazy and that coercion and threats of punishment often are necessary to get them to work |
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A manager who believes that under the right conditions people not only will work hard but will seek increased responsibility and challenge |
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A manager who believes that workers seek opportunities to participate in management and are motivated by teamwork and responsibility sharing |
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The use of work-centered behavior designed to ensure task accomplishment |
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The use of work-centered behavior coupled with a protective employee-centered concern |
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The use of both work- or task-centered approaches to leading subordinates |
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The creation of uncertainty and the analysis of many alternatives regarding future action |
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The limiting of uncertainty and the focusing of action on a limited number of alternatives |
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Leaders who are visionary agents with a sense of mission and who are capable of motivating their followers to accept new goals and new ways of doing things |
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Leaders who inspire and motivate employees through their charismatic traits and abilities |
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Individuals who exchange rewards for effort and performance and work on a "something for something" basis |
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Expatriate managers who are citizens of the country where the MNC is headquartered |
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Managers who live and work outside their home country. They are citizens of the country where the MNC is headquartered |
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Local managers who are hired by the MNC |
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Managers who are citizens of countries other than the country in which the MNC is headquartered or the one in which the managers are assigned to work by the MNC |
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Individuals from a host country or third-country nationals who are assigned to work in the home country |
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International selection criteria |
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Factors used to choose personnel for international assignments |
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The process of evaluating how well a family is likely to stand up to the stress of overseas life |
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The process through which management and workers identify and determine the job relationships that will be in effect at the workplace |
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The process whereby formal labor agreements are reached by union and management representatives; involves the negotiation of wages, hours, and conditions of employment and the administration of the labor contract |
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An organization that represents the workers and in collective bargaining has the legal authority to negotiate with the employer and administer the labor contract |
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A complaint brought by an employee who feels that he or she has been treated improperly under the terms of the labor agreement |
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A person who brings both sides together and helps them to reach a settlement that is mutually acceptable |
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An individual who provides a solution to a grievance that both sides have been unable to resolve themselves and that both sides agree to accept |
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A collective refusal to work to pressure management to grant union demands |
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A company's refusal to allow workers to enter the facility during a labor dispute |
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(International Labour Organization) A United Nations affiliate, consisting of government, industry, and union reps, that works to promote fair labor standards in health, safety, and working conditions, and freedom of association for workers |
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(Organization for Economic Cooperation and Development) A government, industry, and union group founded in 1976 that has established a voluntary set of guidelines for MNCs |
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Global international trade-union affiliations |
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Trade-union relationships that cut across regional and industrial groups and are heavily concerned with political activities |
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(International Confederation of Free Trade Unions) The most important global international union confederation |
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Subdivisions of the global affiliation; regional applications of the globals' activities |
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Specialized internationals |
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Trade-union associations that function as components of intergovernmental agencies and lobby within these agencies |
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Industrial internationals |
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Affiliates of the global international union groups that focus on a particular industry. |
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