Business: A Changing World Chapter 9 – Flashcards
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human relations
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the study of the behavior of individuals and groups in organizational settings
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motivation
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an inner drive that directs a person's behavior toward goals
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morale
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an employee's attitude toward his or her job, employer, and colleagues
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intrinsic rewards
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the personal satisfaction and enjoyment felt after attaining a goal
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extrinsic rewards
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benefits and/or recognition received from someone else
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classical theory of motivation
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theory suggesting that money is the sole motivator for workers
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Maslow's hierarchy
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a theory that arranges the basic five needs of people - physiological, security, social, esteem, and self-actualization - into the order in which people strive to satisfy them
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physiological needs
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the most basic human needs to be satisfied - water, food, shelter, and clothing
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security needs
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the need to protect oneself from physical and economic harm
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social needs
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the need for love, companionship, and friendship - the desire for acceptance by others
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esteem needs
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the need for respect - both self-respect and respect from others
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self-actualization needs
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the need to be the best one can be; at the top of Maslow's hierarchy
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hygiene factors
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aspects of Herzberg's theory of motivation that focus on the work setting and not the content of the work; these aspects include adequate wages, comfortable and safe working conditions, fair company policies, and job security
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motivational factors
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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
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Theory X
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McGregor's traditional view of management whereby it is assumed that workers generally dislike work and must be forced to do their jobs
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Theory Y
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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
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Theory Z
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a management philosophy that stresses employee participation in all aspects of company decision making
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equity theory
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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
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expectancy theory
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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
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behavior modification
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changing behavior and encouraging appropriate actions by relating the consequences of behavior to the behavior itself
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job enlargement
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the addition of more tasks to a job instead of treating each task as separate
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job enrichment
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the incorporation of motivational factors, such as opportunity for achievement, recognition, responsibility, and advancement, into a job
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flextime
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a program that allows employees to choose their starting and ending times, provided that they are at work during a specified core period
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compressed workweek
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a four-day (or shorter) period during which an employee works 40 hours
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job sharing
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performance of one full-time job by two people on part-time hours
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job rotation
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movement of employees from one job to another in an effort to relieve the boredom often associated with job specialization
