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25 Cards in this Set
- Front
- Back
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The study of the behavior of individuals and groups in organizational settings
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Human Relations
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An inner drive that directs a person's behavior toward goals
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Motivation
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An employee's attitude toward his or her job, employer, and colleagues
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Morale
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Why is human relations important?
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Because business strive to:
-Boost morale -Maximize productivity+creativity -Motivate diverse employees |
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Theory suggesting that money is the sole motivator for workers
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Classical Theory of Motivation
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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
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Maslow's Hierarchy of Needs
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The most basic human needs to be satisfied--water, food, shelter, and clothing
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Pysiological needs
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The need to protect oneself from physical and economic harm
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Security needs
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The need for love, companionship, and friendship--the desire for acceptance
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Social needs
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The need for respect--both self-respect and respect from others
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Esteem 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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Self-Actualization
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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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Hygiene 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, resonsibility, and advancement.
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Motivational Factors
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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 X
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McGregor's humanistic view of management whereby it is assumed that worker's 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 Y
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A management philosophy that stresses employee participation in all aspects of company decision making
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Theory Z
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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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Equity Theory
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The assumption that motivation depends not only on how much a person wants something but also on that person's perception on how likely he or she is to get it
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Expectancy Theory
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Changing behavior and encouraging appropriate actions by relating the consequences of behavior to the behavior itself
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Behavior modification
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Movement of employees from one job to another in an effort to relieve the boredom often associated with job specialization
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Job Rotation
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The addition of more tasks to a job instead of treating each task as seperate
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Job enlargement
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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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Job enrichment
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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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Flextime
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A four-day (or shorter) period during which an employee works 40 hours
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Compressed workweek
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Performance of one full-time job by two people on part-time hours
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Job sharing
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