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Side A ------ Side B
Employee Engagement ------ i
MARS Model ------ a model that outlines the 4 factors that influence an employee's voluntary behavior & resulting performance
Elements of the MARS Model ------ motivation, ability, role perceptions, & situational factors
Motivation ------ the forces w/in a person that affect his or her direction, intensity & persistence of voluntary behavior.
Ability  ------ consist of both the natural aptitudes & learned capabilities required to successfully complete a task/
Role Perceptions ------ they understand the specifics, importance, & preferred behaviors of the tasks.
Situational Factors ------ includes conditions beyond the employee's immediate control that constrain/facilitate his behavior & performance.
Motivating Employees Process ------ (1)drives & needs, (2) goals, expectations, & feedback, (3) extrinsic & intrinsic rewards
Drives ------ instinctive tendencies to seek particlar goas/maintain internal stability.
Needs ------ Mostly conscious deficiencies that energize/trigger behaviors to satisy those needs.
Maslow's needs hierarchy theory ------ a motivation theory of needs arranged in a hierarchy, whereby pple are motivated to fulfill a higher need as a lower one becomes gratified.
Self-actualization ------ the need for self-fulfillment in reaching one's potential.
Maslow's Needs Hierarchy ------ physiological, safety, belongingness, esteem, self-actualization
Physiological ------ work hours, nourishment, air quality, temperature
Safety ------ job security, employee benefits, safe workplace
Belongingness ------ human interaction, being accepted as team member
Esteem ------ job status, recognition, mastering the job
Self-Actualization ------ challenging tasks, freedom to try new ideas
Management Implications of maslow's Theory ------ E have diff needs @ diff times, E have sev interdependent needs, E want to achieve their full P, E needs are influenced by V & norms.
Learned Needs Theory ------ need for achievement, need for affiliation, need for power
Four-Drive Theory of Motivation ------ drive to acquire, drive to bond, drive to learn, and drive to defend
Drive to acquire ------ this the drive to seek, take, control, & retain ojbects & personal experiences.
Drive to bond ------ drive to form social relationships & develop mutual caring commitments w/others.
Drive to learn ------ this is the drive to satisfy our curiosity, to know & understand ourselves & the environment around us.
Drive to defend ------ creates a fight or flight response in the face of personal danger. realationships, acquisitions, and belief system.
Need for achievement ------ a want to accomplish reasonably challenging goals through their own efforts.
Need for affiliation  ------ a desire to seek approval from others, conform to their wishes & expectations, & avoid conflict & confrontation.
Need for power ------ a want to exercise control over others & are concerned about maintaining their leadership positions.
Management Implications of 4 Drive Theory ------ ensure that individual jobs & workplaces provide a balance opportunity to fulfill the drives to acquire, bond, learn, & defend
Goal Setting ------ The process of motivation employees & clarifying their role perceptions by est. performance objectives.
Elements of Goal Setting ------ precise & measureable, specify a time period, important objectives, challenging yet realistic
Expectancy Theory ------ a motivation theory, work effort is directed toward behaviors that pple believe will lead to desired outcomes.
Elements of Expectancy Theory ------ E-to-P expactancy, P-to-0 expectancy, outcome valences
E-to-P expectancy ------ refers to the individual's perception that his effort will result in a particular level of performance.
P-to-O expectancy ------ perceived probability that a specific behavior/performance level will lead to particular outcomes.
Outcome valences ------ is the anticipated satisfaction or dissatisfaction that an individual feels toward an outcome.
Extrinsic Reward ------ anything received from another person that the recipient values & is contingent on his behavior /results.
Intrinsic Reward ------ a positive emotional experience resulting directly & naturally from the individual's behavior/results.
Feedback ------ should be precise & measurable, timely, sufficiently frequent, and credible
Types of Extrinsic Rewards ------ membership/seniority-based rewards, job status-based rewards, competency-based rewards, performance-based rewards
Membership/Seniority-bases Rewards ------ represent the largest part of most paychecks, attract job applicants, and reduce turnover, but do not motivate job performance.
Job Status-based Rewards ------ used to rate the worth/status of ea. job, w/higher pay rates going to jobs that require more skill/effort, creates competition.
Comptency-based Rewards ------ pay increase based on how well employees meet the job's skill and knowledge requirements. Improves  workforce flexibility by motivating.
Performance-based Rewards ------ pay increases w/ sales volume.
Peice Rate System ------ systems that reward employees based on the number of units produced.
Performance Appraisal ------ a systematic process of evaluating an employee's performance.
Gainsharing Plan ------ a reward system in which team members earn bonuses for reducing costs and increasing labor efficiency in their work process.
Profit-Sharing Plan ------ a reward system that pays bonuses to employees based on the pervious year's level of corporate profits.
Stock Options ------ a reward system that gives employees the right to purchase company stock at a future date at a predetermined price.
Employee Stock Ownership Plans ------ reward systems that encourage employees to buy company stock.
Balanced Scorecard ------ a reward system that pays bonuses for improved results on  a composite of financial, customer, internal process, & emplyee factors.
360-Degree Feedback ------ performance feedback received from a full circle of pple around an employee.
Equity Theory ------ a theory that explains how pple develop perceptions of fairness in the distribution/exchange of resources.
Underreward  ------ occurs when pple realize they are paid less than others w/the same inputs.
Overrewared ------ occurs when pple realize they are paid more than others w/ the same inputs or recieved the similar outcomes w/lower inputs.
Appropriate Reward ------ occurs when a pple realize they are paid equal to others with the same inputs.
Example of  Non-Financial Rewards ------ promotions, recognition, office w/ a window
Ways to change Inequity Feelings ------ change inputs, change outcomes, change perceptions, leave the situation
Job Characteristic Model ------ a job design model that relates the motivational properties of jobs to specific personal & organizational consequences of those properties
Job Enrichment  ------ a job design practices in which employees are given more responsibilty for scheduling, coordinating, & planning their own work.
Empowerment ------ a psychological concept represented by 4 diminsions: self-determination, meaning, competence, & impact of the individual's role in the org.
Self-determination ------ feeling of freedom, independence, and disecretion over their work activities.
Meaning ------ employees care about their work and believe that what they do is important. 
Comptence  ------ confident about their ability to perform the work well and have a capacity to grow w/new challenges.
Impact ------ employees view themselves as active participants in the org.

Side A ------ Side B
Employee Engagement ------ i
MARS Model ------ a model that outlines the 4 factors that influence an employee's voluntary behavior & resulting performance
Elements of the MARS Model ------ motivation, ability, role perceptions, & situational factors
Motivation ------ the forces w/in a person that affect his or her direction, intensity & persistence of voluntary behavior.
Ability  ------ consist of both the natural aptitudes & learned capabilities required to successfully complete a task/
Role Perceptions ------ they understand the specifics, importance, & preferred behaviors of the tasks.
Situational Factors ------ includes conditions beyond the employee's immediate control that constrain/facilitate his behavior & performance.
Motivating Employees Process ------ (1)drives & needs, (2) goals, expectations, & feedback, (3) extrinsic & intrinsic rewards
Drives ------ instinctive tendencies to seek particlar goas/maintain internal stability.
Needs ------ Mostly conscious deficiencies that energize/trigger behaviors to satisy those needs.
Maslow's needs hierarchy theory ------ a motivation theory of needs arranged in a hierarchy, whereby pple are motivated to fulfill a higher need as a lower one becomes gratified.
Self-actualization ------ the need for self-fulfillment in reaching one's potential.
Maslow's Needs Hierarchy ------ physiological, safety, belongingness, esteem, self-actualization
Physiological ------ work hours, nourishment, air quality, temperature
Safety ------ job security, employee benefits, safe workplace
Belongingness ------ human interaction, being accepted as team member
Esteem ------ job status, recognition, mastering the job
Self-Actualization ------ challenging tasks, freedom to try new ideas
Management Implications of maslow's Theory ------ E have diff needs @ diff times, E have sev interdependent needs, E want to achieve their full P, E needs are influenced by V & norms.
Learned Needs Theory ------ need for achievement, need for affiliation, need for power
Four-Drive Theory of Motivation ------ drive to acquire, drive to bond, drive to learn, and drive to defend
Drive to acquire ------ this the drive to seek, take, control, & retain ojbects & personal experiences.
Drive to bond ------ drive to form social relationships & develop mutual caring commitments w/others.
Drive to learn ------ this is the drive to satisfy our curiosity, to know & understand ourselves & the environment around us.
Drive to defend ------ creates a fight or flight response in the face of personal danger. realationships, acquisitions, and belief system.
Need for achievement ------ a want to accomplish reasonably challenging goals through their own efforts.
Need for affiliation  ------ a desire to seek approval from others, conform to their wishes & expectations, & avoid conflict & confrontation.
Need for power ------ a want to exercise control over others & are concerned about maintaining their leadership positions.
Management Implications of 4 Drive Theory ------ ensure that individual jobs & workplaces provide a balance opportunity to fulfill the drives to acquire, bond, learn, & defend
Goal Setting ------ The process of motivation employees & clarifying their role perceptions by est. performance objectives.
Elements of Goal Setting ------ precise & measureable, specify a time period, important objectives, challenging yet realistic
Expectancy Theory ------ a motivation theory, work effort is directed toward behaviors that pple believe will lead to desired outcomes.
Elements of Expectancy Theory ------ E-to-P expactancy, P-to-0 expectancy, outcome valences
E-to-P expectancy ------ refers to the individual's perception that his effort will result in a particular level of performance.
P-to-O expectancy ------ perceived probability that a specific behavior/performance level will lead to particular outcomes.
Outcome valences ------ is the anticipated satisfaction or dissatisfaction that an individual feels toward an outcome.
Extrinsic Reward ------ anything received from another person that the recipient values & is contingent on his behavior /results.
Intrinsic Reward ------ a positive emotional experience resulting directly & naturally from the individual's behavior/results.
Feedback ------ should be precise & measurable, timely, sufficiently frequent, and credible
Types of Extrinsic Rewards ------ membership/seniority-based rewards, job status-based rewards, competency-based rewards, performance-based rewards
Membership/Seniority-bases Rewards ------ represent the largest part of most paychecks, attract job applicants, and reduce turnover, but do not motivate job performance.
Job Status-based Rewards ------ used to rate the worth/status of ea. job, w/higher pay rates going to jobs that require more skill/effort, creates competition.
Comptency-based Rewards ------ pay increase based on how well employees meet the job's skill and knowledge requirements. Improves  workforce flexibility by motivating.
Performance-based Rewards ------ pay increases w/ sales volume.
Peice Rate System ------ systems that reward employees based on the number of units produced.
Performance Appraisal ------ a systematic process of evaluating an employee's performance.
Gainsharing Plan ------ a reward system in which team members earn bonuses for reducing costs and increasing labor efficiency in their work process.
Profit-Sharing Plan ------ a reward system that pays bonuses to employees based on the pervious year's level of corporate profits.
Stock Options ------ a reward system that gives employees the right to purchase company stock at a future date at a predetermined price.
Employee Stock Ownership Plans ------ reward systems that encourage employees to buy company stock.
Balanced Scorecard ------ a reward system that pays bonuses for improved results on  a composite of financial, customer, internal process, & emplyee factors.
360-Degree Feedback ------ performance feedback received from a full circle of pple around an employee.
Equity Theory ------ a theory that explains how pple develop perceptions of fairness in the distribution/exchange of resources.
Underreward  ------ occurs when pple realize they are paid less than others w/the same inputs.
Overrewared ------ occurs when pple realize they are paid more than others w/ the same inputs or recieved the similar outcomes w/lower inputs.
Appropriate Reward ------ occurs when a pple realize they are paid equal to others with the same inputs.
Example of  Non-Financial Rewards ------ promotions, recognition, office w/ a window
Ways to change Inequity Feelings ------ change inputs, change outcomes, change perceptions, leave the situation
Job Characteristic Model ------ a job design model that relates the motivational properties of jobs to specific personal & organizational consequences of those properties
Job Enrichment  ------ a job design practices in which employees are given more responsibilty for scheduling, coordinating, & planning their own work.
Empowerment ------ a psychological concept represented by 4 diminsions: self-determination, meaning, competence, & impact of the individual's role in the org.
Self-determination ------ feeling of freedom, independence, and disecretion over their work activities.
Meaning ------ employees care about their work and believe that what they do is important. 
Comptence  ------ confident about their ability to perform the work well and have a capacity to grow w/new challenges.
Impact ------ employees view themselves as active participants in the org.