Term
|
Definition
The physiological processes that underlie the direction, intensity, and persistence of behavior or thought
•Direction pertains to WHAT a person is attending to at a given time
•Intensity represents the AMOUNT of effort being invested in activity
•Persistence represents for HOW LONG it’s the focus of one’s attention |
|
|
Term
|
Definition
1.Extrinsic – results from the potential or actual receipt of rewards
2.Intrinsic – occurs when a person is “turned on to one’s work because of the positive internal feelings that are generated by doing well” |
|
|
Term
| Maslow's need hierarchy theory: Five levels of need: |
|
Definition
| states that motivation is a function of five basic needs: physiological, safety, love, esteem, and self-actualization. He proposed that the needs are met sequentially. |
|
|
Term
| McLelland's Acquired Needs Theory: |
|
Definition
proposed that 3 needs are key drivers of employee behavior.
•Need for achievement – the desire to excel, overcome obstacles, solve problems, and rival and surpass others – these people prefer to work on challenging, but not impossible, tasks or projects.
•Need for affiliation – the desire to maintain social relationships, to be liked, and to join groups – these people prefer to work in teams.
•Need for power – the desire to influence, coach, teach, or encourage others to achieve – these people like to be in charge. The power need drives people to prefer goal-oriented tasks or projects, and they prefer direct feedback. |
|
|
Term
|
Definition
| state laws that require employers to provide employees with information about the health risks associated with exposure to substances considered hazardous. |
|
|
Term
| Material Safety Data Sheets: |
|
Definition
| forms on which chemical manufacturers and importers identify the hazards of their chemicals. |
|
|
Term
| Benefits of EEO and Safety (besides being legal and safe): |
|
Definition
-Make better hiring/placement decisions
-Helps ensure fairness in decision making
-Helps with reputation and “brand” (both internal and external)
-Helps promote diversity (and hopefully inclusion)
-Drives consistency in hiring and promotion decisions
-Helps organizations achieve tactical and strategic goals
-Drives long-term organizational success |
|
|
Term
| Expectancy Theory - Does my effort lead to desired outcome?: |
|
Definition
people are motivated to behave in ways that produce desired combinations of expected outcomes. Three key elements:
•Expectancy – “can I achieve my desired level of performance?” – an expectancy represents a person’s belief that a particular degree of effort will be followed by a particular level of performance.
•Instrumentality – “what intrinsic and extrinsic rewards will I receive if I achieve my desired level of performance?” – how an individual perceives the movement from performance to outcome.
•Valence – “how much do I value the rewards I receive?” – refers to the positive or negative value people place on outcomes. |
|
|
Term
| Equity/Justice Theory - Am I Being Treated Fairly?: |
|
Definition
– the equity theory is a model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships. Key elements of this model are outputs, inputs, and a comparison of the ratio of them.
•Outputs – “what do I perceive that I’m getting out of my job?” –
•Inputs – “what do I perceive that I’m putting into my job?” –
•Comparison – “how does my ratio of outputs to inputs compare with relevant others?” – your feelings of inequity revolve around your evaluation of whether you are receiving adequate rewards to compensate for your collective inputs. |
|
|
Term
| Distributive, Procedural, and Interactional Justice: |
|
Definition
•Distributive – reflects the perceived fairness of how resources and rewards are distributed or allocated (the decision itself)
-Procedural justice–is defined as the perceived fairness of the process and procedures used to make allocation decisions (how fair is the process that led to the decision)
•Interactional–relates to the “quality of the interpersonal treatment people receive when procedures are implemented” – does not pertain to the outcomes or procedures associated with decision making, but rather it focuses on whether or not people believe they are treated fairly when decisions are implemented. (how do they feel about the way the decision was implemented?) |
|
|
Term
|
Definition
| – the federal Old Age, Survivors, Disability, and Health Insurance Program, which combines old age, insurance, disability, etc. for the elderly. The basic idea is that when you get old and retire, you will have some money set aside to help you live. |
|
|
Term
| Patient Protection and Affordable Care Act: |
|
Definition
| – Health care reform law - includes incentives and penalties for employers providing health insurance as a benefit. – basic idea of ACA is that everybody needs to have insurance – complaints of high deductibles, high premiums. It requires US citizens & legal residents to have health coverage, with those not purchasing coverage to pay an escalating penalty. It requires companies with 50 or more full-time employees to offer health care coverage or pay a penalty based on # of employees |
|
|
Term
|
Definition
| – federal law that requires employers to permit employees to extend their health coverage at group rates for up to 36 months following a qualifying event, such as a layoff, reduction in hours, or the employee’s death - company just no longer pays portion of their insurance costs - cost for individual may double |
|
|
Term
| Health Maintenance Organization (HMO) and Preferred Provider Organization (PPO): |
|
Definition
(HMO) – health care plan that requires patients to receive their medical care from the HMO’s health care professionals, who are often paid a flat salary, and provides all services on a prepaid basis. – they have a network and you must go to doctor/hospitals within that network.
(PPO) –health care plan that contracts with health care professionals to provide services at a reduced fee and gives patients financial incentives to use network providers. – a little more than an HMO – they still have a network and you want to stay within it, but not totally screwed if you go outside the network. |
|
|
Term
| Consumer Driven Health Plan: |
|
Definition
| –tries to get us to make smart choices – outside of preventative care, company pays for the first $1,000 – incentive to schedule an appointment with normal doctor instead of going to the ER. |
|
|
Term
| High deductible health plan (HDHP): |
|
Definition
| low premiums – AKA catastrophic coverage - the 1st cheapest |
|
|
Term
| Flexible Spending Account (FSA) and Health Savings Account (HSA): |
|
Definition
-FSA – employee-controlled pretax earnings set aside to pay for certain eligible expenses, such as health care expenses, during the same year.
-HSA - same idea as FSA, but HSA will let that money rollover, FSA will not |
|
|
Term
| Family and Medical Leave Act (FMLA): |
|
Definition
| –federal law requiring organizations with 50+ employees to provide up to 12 weeks of unpaid leave after childbirth or adoption; to care for a seriously ill family member or for an employee’s own serious illness; or to take care of urgent needs that arise when a spouse, child, or parent in National Guard or Reserve is called to active duty--allows you to take time off of work to take care of family members. |
|
|
Term
| Potential Benefits of Conflict: |
|
Definition
•More effective management of change
•Increased moral & group cohesiveness
•Better, more candid and spontaneous communication
•Improved creativity & problem solving |
|
|
Term
| Conflict Definition and 2 Types of Conflict: |
|
Definition
Conflict – when one party perceives that its interests are being opposed or negatively affected by another party – key word being perceives
-Dysfunctional conflict – threatens an organization’s interests – conflict that is detrimental to org. goals
-Functional conflict – constructive or cooperative conflict characterized by consultative interactions, a focus on the issues, mutual respect and a useful give and take. |
|
|
Term
|
Definition
Programmed conflict – conflict that raises different opinions regardless of the personal feelings of the managers. The challenge is to get contributors to either defend or oppose ideas based on relevant facts rather than on the basis of personal preference or political interests – requires disciplined role playing and good leadership. Two programmed conflict techniques”
•Devil’s advocacy – assigning someone the role of the critic. it is a good idea to rotate the job of the devil’s advocate so no one person develops a negative reputation.
•Dialectic method – calls for managers to foster a structured, rational debate of opposing viewpoints prior to making a decision. A major drawback is that winning the debate may overshadow the issue at hand. It also requires more skilled training than the devil’s advocate would. |
|
|
Term
|
Definition
•Fundamental “equation” regarding performance
oP Performance
oA Ability
oM Motivation
oO Opportunity
oPerformance = Ability + Motivation + Opportunity |
|
|
