Chapter 11 Movtivating Employees Flashcards Preview

BUS 100 > Chapter 11 Movtivating Employees > Flashcards

Flashcards in Chapter 11 Movtivating Employees Deck (20):

Intrinsic Reward

The good feeling you have when you have done a job well


Extrinsic Reward

Something given to you by someone else as recognition for good work; includes pay increase, praise and promotions


Scientific Management

Studying workers to find the most efficient ways of doing things and teaching people those things


Time-Motion Studies

Begun by Fredrick Taylor
In which tasks must be performed to complete a job in the time needed to do each task


Principle of motion Economy

Theory developed by Frank and Lillian Gilbreth that every job can be broken down into a series of elementary motions


Hawthorne Effect

The tendency of people to behave differently when they know they are being studied


Maslow's Hierarchy of Needs

Theory of motivation that places different types of human needs in order of importance, from basic psychological needs to safety, social and esteem needs to self-actualization needs



In Herzbergs theory of motivation factors, job factors that cause employees to be productive and that give them satisfaction


Hygiene Factors

In Herzberg's theory of motivation factors, job factors that can cause dissatisfaction if missing but that do not necessarily motivate employees if increased


Job Enrichment

A motivational strategy that emphasizes motivating the worker through the job itself


Job Enlargement

Strategy that extends the work cycle by adding related tasks to the job description


Job Rotation

Strategy that involves moving employees from one job to another


Theory X

Employees dislike work and avoid it, prefer to be controlled and directed, seek security not responsibility, must be intimidated by managers to perform, are motivated by financial rewards


Theory Y

Employees view work as a natural part of life, prefer limited control and direction, seek responsibility under proper work conditions, work better in work environments that are non-intimidating, motivated by many different needs


Goal-setting Theory

Setting ambitious but attainable goals can motivate workers an improve performance if the goals are accepted, accompanied by feedback, and facilitated by organizational conditions


Management by Objections

Goal setting and implementation that involves a cycle of discussion, review and evaluation of objectives among top and middle level managers, supervisors and employees


Expectancy Theory

Victor Vroom's theory that the amount of effort employees exert on a specific task depends on their expectations of the outcomes


Reinforcement Theory

Theory that positive and negative reinforcers motivate a person to behave in certain ways


Equity Theory

idea that employees try to maintain equity between inputs and outputs compared to others in similar positions



A persons internal drive to act.
A challanging skill for a manager is the ability to induce motivation