Chapter 11 Movtivating Employees Flashcards Preview

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Flashcards in Chapter 11 Movtivating Employees Deck (20):
1

Intrinsic Reward

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

2

Extrinsic Reward

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

3

Scientific Management

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

4

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

5

Principle of motion Economy

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

6

Hawthorne Effect

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

7

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

8

Motivators

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

9

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

10

Job Enrichment

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

11

Job Enlargement

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

12

Job Rotation

Strategy that involves moving employees from one job to another

13

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

14

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

15

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

16

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

17

Expectancy Theory

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

18

Reinforcement Theory

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

19

Equity Theory

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

20

Motivation

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