hierarchy of needs
Maslow's pyramid of human needs, beginning at the base with physiological needs that must first be satisfied before higher-level safety needs and then psychological needs become active.
a tendency to maintain a balanced or constant internal state; the regulation of any aspect of body chemistry, such as blood glucose, around a particular level.
the idea that a physiological need creates an aroused tension state (a drive) that motivates an organism to satisfy the need.
the form of sugar that circulates in the blood and provides the major source of energy for body tissues. When its level is low, we feel hunger.
the point at which an individual's "weight thermostat" is supposedly set. When the body falls below this weight, an increase in hunger and a lowered metabolic rate may act to restore the lost weight.
an eating disorder in which a normal-weight person (usually an adolescent female) diets and becomes significantly (15 percent or more) underweight; yet; still feeling fat, continues to starve.
an eating disorder characterized by episodes of overeating, usually of high-calorie foods, followed by vomiting, laxative use, fasting, or excessive exercise.
a completely involved, focused state of consciousness, with diminished awareness of self and time, resulting from optimal engagement of one's skills.
a subfield of I/O psychology that focuses on employee recruitment, selection, placement, training, appraisal, and development.
a subfield of I/O psychology that examines organizational influences on worker satisfaction and productivity and facilitates organizational change.
interview process that asks the same jobrelevant questions of all applicants, each of whom is rated on established scales.
a desire for significant accomplishment: for mastery of things, people, or ideas; for attaining a high standard.
goal-oriented leadership that sets standards, organizes work, and focuses attention on goals.
group-oriented leadership that builds teamwork, mediates conflict, and offers support.
Theory X and theory Y
They are theories of human motivation created and developed by Douglas McGregor at the MIT Sloan School of Management in the 1960s that have been used in human resource management, organizational behavior, and organizational development. They describe two very different attitudes toward workforce motivation. McGregor felt that companies followed either one or the other approach.