Chapter 9-Motivating the Workforce Flashcards Preview

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Flashcards in Chapter 9-Motivating the Workforce Deck (26)
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1
Q

Human relations

A

the study of behavior of individuals and groups in organizational settings.

2
Q

Motivation

A

an inner drive that directs a person’s behavior toward goals

3
Q

Morale

A

an employee’s attitude toward his or her job, employer, and colleagues

4
Q

Intrinsic Rewards

A

the personal satisfaction and enjoyment felt after attaining a goal

5
Q

Extrinsic Rewards

A

benefits and/or recognition received form someone else

6
Q

Classical theory of motivation

A

theory suggesting that money us the sole motivator for workers

7
Q

Maslow’s hierarchy

A

a theory that arranges the five basic needs of people-physiological, security, social, esteem, and self-actualization- into the order in which people strive to satisfy them

8
Q

Physiological needs

A

the most basic human needs to be satisfied - water, food, shelter, and clothing

9
Q

Security needs

A

the need to protect oneself from physical and economic harm

10
Q

Social needs

A

the need for love, companionship, and friendship - the desire to be acceptance by others

11
Q

Esteem needs

A

the need for respect - both self-respect and respect from others

12
Q

Self-Actualization needs

A

the need to be the best one can be; at the top of Maslow’s hierarchy

13
Q

Hygiene factors

A

aspects of Herzberg’s theory of motivation that focus on the work setting and not the content of the work; those aspects include adequate wages, comfortable and safe working conditions, fair company policies, and job security

14
Q

Motivational Factors

A

aspects of Herzberg’s theory of motivation that focus on the content of the work itself; these aspects include achievement, recognition, involvement, responsibility, and advancement

15
Q

Theory X

A

McGregor’s traditional view of management whereby it is assumed that workers generally dislike work and must be forced to do their jobs

16
Q

Theory Y

A

McGregor’s humanistic view of management whereby it is assumed that workers like to work and that under proper conditions employees will seek out responsibility in an attempt to satisfy their social, esteem, and self-actualization needs

17
Q

Theory Z

A

a management philosophy that stresses employee participation in all aspects of company decision making

18
Q

Equity Theory

A

an assumption that how much people are willing to contribute to an organization depends on their assessment of the fairness, or equity, of the rewards they will receive in exchange

19
Q

Expectancy Theory

A

the assumption that motivation depends not only on how much a person wants something but also on how likely he or she is to get it

20
Q

behavior modification

A

changing behavior and encouraging appropriate actions by relating the consequences of behavior to the behavior itself

21
Q

Job Rotation

A

movement of employees from one job to another in an effort to relieve the boredom often associated with job specialization

22
Q

Job Enlargement

A

the addition of more tasks to a job instead of treating each task as separate

23
Q

Job enrichment

A

an incorporation of motivational factors, such as opportunity for achievement, recognition, responsibility, and advancement, into a job

24
Q

Flextime

A

a program that allows employees to choose their starting and ending times, provided that they are at work during a specified core period

25
Q

Compressed Workweek

A

a four-day (or shorter) period during which an employee works 40 hours

26
Q

Job Sharing

A

performance of one full-time job by two people on part-time hours