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66 Cards in this Set
- Front
- Back
Managers who understand the needs of their employees can help them reach |
higher levels of productivity |
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the study of the behavior of individuals and groups in organizational settings |
human relations |
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human relations involves |
motivating employees to acheive organizational objectives efficiently and effectively |
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an inner drive that directs a person's behavior toward goals |
motivation |
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Engagement involves |
emotional involvement and commitment |
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motivating employees to stay engaged is a |
key responsibility of management |
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an employee's attitude toward his or her job, employer, and colleagues |
morale |
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high morale contributes to high levels of |
productivity and employee loyalty |
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Employees are motivated by their perceptions of _________ and ________ rewards |
extrinsic, intrinsic |
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the personal satisfaction and enjoyment that you feel from attaining a goal |
intrinsic reward |
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are benefits and/or recognition that you receive from someone else |
Extrinsic rewards |
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Both intrinsic and extrinsic rewards contribute to employees to do their best in contributing to |
business goals |
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the theory that money is the sole motivator for workers |
classical theory of motivation |
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Taylor suggested that workers who were paid more |
would produce more |
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In the classical theory of motivation, Taylor believe that incentive would motivate employees to be more |
productive |
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Developed by Taylor, under which employees were paid a certain amount for each unit they produced |
peice-rate |
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companies are increasingly striving to relate pay to |
performance |
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Later studies showed that other things were important in motivating workers other than |
Classical Theory of Motivation |
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study in which productivity increased regardless of the physical conditions |
The Hawthorne Studies |
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in the Hawthorne studies, employees expressed satisfaction because |
their co-workers in the experiments were friendly,and the supervisors had asked for their help and cooperation in the study |
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In the Hawthorne Studies, it found that ______ and ____________ factors could significantly affect productivity and morale |
social, psychological |
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The Hawthorne experiments marked the beginning of a concern for |
human relations in the workplace |
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In the Hawthorne Studies, they revealed that _____ factors do influence workers' behavior and that managers who understand the needs, beliefs, and expectations of _______ have the greatest success in motivation their workers |
human, people |
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arranges these needs into the order in which people strive to satisfy them |
Maslow's hierarchy |
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the most basic and first needs to be satisfied, are the essentials for__ water, food, shelter, and clothing |
Physiological needs |
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In Maslow's Hierarchy, the needs from bottom to top are |
Physiological needs, security needs, social needs, esteem needs, self actualization needs |
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relate to protecting yourself from physical and economic harm |
Security needs |
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the need for love, companionship, and friendship; the desire for acceptance by others |
Social needs |
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relate to respect- both self-respect and respect from others |
Esteem needs |
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Involves maximizing your potential |
Self actualization needs |
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proposed a theory of motivation that focuses on the job and on the environment where work is done |
Herzberg's Two-Factor Theory |
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aspects of Herzberg's theory of motivation that focus on the work setting and not the content of the work; includes adequate wages, comfortable safe working conditions, fair company policies, and job security |
Hygiene factors |
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Hygiene factors do not neccessarily motivate employees to excel, but their absence |
may be a potential source of dissatisfaction |
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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 |
motivational factors |
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True or False: Herzberg's motivation factors and Maslow's esteem and self-actualization needs are similar? |
True |
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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 |
Theory X |
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Theory X supposes that: |
most people dislike work, workers must be coerced and directed, and workers have little ambition and incentive to have responsibility |
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The theory X view of management does not take into account |
people's needs for companionship, esteem, and personal growth |
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Managers who subscribe to Theory X |
maintain tight control over workers |
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McGregor's humanistic view of management whereby its 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 |
Theory Y |
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Theory Y's assumptions are that: |
Physical and mental effort is as natural as play, workers will exercise self direction and control, workers commit to objectives they can see personal rewards in, the average person will seek responsibility, most workers do not make use of characteristics in their employees, organizations do not make full use of intellectual potential |
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a management philosophy that stresses employee participation in all aspects of company decision making |
Theory Z |
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Theory Y and Theory Z are |
Complementary |
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small groups who discuss ways to reduce waste, eliminate problems, and improve quality, communication, and work satisfaction |
Quality Circles |
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Participative management, employee involvement, or self-directed work teams are all other names for |
Quality circles |
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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 receive in exchange |
Equity theory |
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Workers regularly develops a personal |
input-output ratio |
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Feeling of ________ may underlie some unethical or illegal behavior in business |
inequity |
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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 |
Expectancy Theory |
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changing behavior and encouraging appropriate actions by relating the consequences of behavior to the behavior itself |
Behavior Modification |
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The two types of consequences that can modify behavior are |
reward and punishment |
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punishing unacceptable behavior may lead to |
employee dissatisfaction |
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is reward or punishment more effective in modifying behavior" |
Reward is most effective |
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movement of employees from one job to another in an effort to relieve boredom often associated with job specialization |
Job rotation |
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Employees can eventually become bored with |
job rotation |
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adds more tasks to a job instead of treating each task as separate |
Job enlargement |
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incorporates motivation factors such as opportunity for achievement, recognition, responsibility, and advancement into a job |
job enrichment |
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a program that allows employees to choose their starting and ending times, as long as they are at work during a specified core period |
Flextime |
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a four-day period in which an employee works 40 hours |
compressed workweek |
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performance of one full-time job by two people on part time hours |
Job sharing |
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Two other flexible scheduling strategies are: |
allowing full-time workers to work part time for a period and allowing workers to work at home |
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Working at home can be more |
productive |
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Working at home might hurt |
career advancemtn |
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the economic environment can change an employee's |
motivation |
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In a slow growth or recession economy, sales can |
drop morale because of the need to cut jobs |
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In good economic times, employees may look for |
better opportunities |