Motivation: the forces either internal or external to a person that arouse enthusiasm and persistence to pursue a certain course of action.

 

Intrinsic rewards: internal satisfactions a person receives in the process of performing a particular action.

 

Extrinsic rewards: rewards given by another person, typically a supervisor, such as pay increases and promotions.

 

Hierarchy of needs theory: Maslow’s theory proposes that humans are motivated by multiple needs and those needs exist in a hierarchical order.

 

Hygiene factors: the first dimension of Herzberg’s two-factor theory; involves working conditions, pay, company policies, and interpersonal relationships.

 

Motivators: the second dimension of Herzberg’s two-factor theory; involves job satisfaction and meeting higher-level needs such as achievement, recognition, and opportunity for growth.

 

Acquired needs theory: McClelland’s theory that proposes that certain types of needs (achievement, affiliation, power) are acquired during an individual’s lifetime.

 

Reinforcement theory: a motivational theory that looks at the relationship between behavior and its consequences by changing or modifying followers’ on-the-job behavior through the appropriate use of immediate rewards or punishments.

 

Behavior modification: the set of techniques by which reinforcement theory is used to modify behavior.

Law of effect: states that positively reinforced behavior tends to be repeated and behavior that is not reinforced tends not to be repeated.

 

Reinforcement: anything that causes a certain behavior to be repeated or inhibited.

 

Positive reinforcement: the administration of a pleasant and rewarding consequence following a behavior.

 

Negative reinforcement: the withdrawal of an unpleasant consequence once a behavior is improved.

 

Punishment: the imposition of unpleasant outcomes on an employee following undesirable behavior.

 

Extinction: the withdrawal of a positive reward, meaning that behavior is no longer reinforced and hence is less likely to occur in the future.

 

Expectancy theory: a theory that suggests that motivation depends on individuals’ mental expectations about their ability to perform tasks and receive desired rewards.

 

Equity theory: a theory that proposes that people are motivated to seek social equity in the rewards they receive for performance.

 

Empowerment: power sharing; the delegation of power or authority to subordinates in the organization.

 

Job design: structuring jobs in a way to meet higher-level needs and increase motivation toward the accomplishment of goals.

 

Job characteristics model: a model of job design that considers the core job dimensions of skill variety, task identity, task significance, autonomy, and feedback to enrich jobs and increase their motivational potential.

 

Job enrichment: a motivational approach that incorporates high-level motivators into the work, including job responsibility, recognition, and opportunities for growth, learning, and achievement.

 

Engagement: when people enjoy their jobs and are satisfied with their work conditions, contribute enthusiastically to meeting team and organizational goals, and feel a sense of belonging and commitment to the organization.

Making progress principle: the idea that the single most important factor that can boost motivation, positive emotions, and perceptions during a workday is making progress toward meaningful goals.

 

Thriving workforce: a workforce in which people are not just satisfied and productive but also engaged in creating a better future for themselves and the organization; incorporates vitality and learning.