method of recruitment in which job applicants are told both the positive and the negative aspects of a job.

Aldefer’s needs theory, which describes three levels of satisfaction: existence, relatedness, and growth

- the more specific the goal, the greater the productivity.

Herzberg’s needs theory, postulating that there are two factors involved in job satisfaction: hygiene factors and motivators. ● presence of both can bring job satisfaction and motivation.

theory that postulates that if employees perceive they are being treated fairly, they will be more likely to be satisfied with their jobs and motivated to do well.

what an employee expected a job to be like and the reality of the job can affect motivation

extent to which the outcome of a worker’s performance, if noticed, results in a particular consequence.

a system in which employees are paid on the basis of how much they individually produce.

level of productivity before the implementation of a gainsharing plan.

suggests that certain characteristics of a job will make the job more or less satisfying, depending on the particular needs of the worker.

being paid for each unit of something produced

- using variety of skills

rank the need theory from first to last

incentive plan in which employees receive pay bonuses based on performance appraisal scores.

extent to which an employee values a particular consequence.

theory of job satisfaction stating that employees will be satisfied/motivated if their ratio of effort to reward is similar (fair) to that of other employees.

ratio of how much employees believe they put into their jobs to how much they believe they get from their jobs.

concerning survival needs for food, air, water, and the like.

. the elements that employees put into their jobs.

concerning the individual’s need for recognition and success (awards, praise).

provide employees with a percentage of profits above a certain amount.

method of increasing performance in which employees are given specific performance goals to aim for

- appreciated by coworkers as well as by others in society

perceived relationship between the amount of effort an employee puts in and the resulting outcome.

concerning the need for security, stability, and physical safety.

most effective if it occurs soon after the performance of the behavior.

- connect their efforts to an outcome

theory based on the idea that employees will be satisfied with jobs that satisfy their needs.

concerning the need to interact with other people (working with others).

what employees get from their jobs.

motivation is a function of expectancy, instrumentality, and valence.

elements of a job that concern the actual duties performed by the employee.

being paid for each unit of something sold

system arranged by rank.

group incentive method in which employees are given the option of buying stock in the future at the price of the stock when the options were granted.

type of learning based on the idea that humans learn to behave in ways that will result in favorable outcomes (rewards) and learn not to behave in ways that result in unfavorable outcomes (punished).

smart

job-related elements that result from but do not involve the job itself.

group incentive system in which employees are paid a bonus based on improvements in group productivity.

idea that reinforcement is relative both within an individual and between individuals.

setting higher goals

motivation technique using such methods as personal attention, signs of approval, and expressions of appreciation.

extent to which people believe that they are responsible for and in control of their success or failure in life.

rank-ordered list of reinforcers for an individual.

concerning the need to realize one’s potential. ● searching for new challenges ebridey