| A | B |
|---|
| Motivation | Psychological process giving behavior purpose and direction |
| Expectancy theory | Model that assumes that motivational strength is determined by perceived probabilities of success |
| Expectancy | One's belief or expectation that one thing will lead to another |
| Goal setting | Process of improving performance with objectives, deadlines, or quality standards |
| Job design | Creating task responsibilities based upon strategy, technology, and structure |
| Realistic job previews | Honest explanations of what a job actually entails |
| Job rotation | Moving people from one specialized job to another |
| Contingent time off | Rewarding people with early time off when they get the job done |
| Job enlargement | Combining two or more specialized tasks to increase motivation |
| Job enrichment | Redesigning jobs to increase their motivational potential |
| Rewards | Material and psychological payoffs for working |
| Extrinsic rewards | Payoffs, such as money, that are granted by others |
| Intrinsic rewards | Self-granted and internally experienced payoffs, such as a feeling of accomplishment |
| Cafeteria compensation | Plan that allows employees to select their own benefits |
| Participative management | Empowering employees to assume greater control of the workplace |
| Quality control circles | Voluntary problem-solving groups committed to improving quality and reducing costs |
| Open-book management | Sharing key financial data and profits with employees who are trained and empowered |
| Self-managed teams | High-performance teams that assume traditional managerial duties such as staffing and planning |
| Flextime | Allows employees to choose their own arrival and departure times within specified limits |
| Family-friendly companies | Companies that recognize and accommodate employees' nonwork lives and priorities |
