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chapter10UVI BUS 112
Intro to Business-Kapoor Chapter 10
| Term | Definition |
|---|---|
| motivation | the individual internal process that energizes, directs, and sustains behavior; the personal "force" that causes you or me to behave in a particular way |
| morale | an employee's feelings about his or her job and superiors and about the firm itself |
| scientific management | the application of scientific principles to management of work and workers |
| piece-rate system | a compensation system under which employees are paid a certain amount for each unit of output they produce |
| need | a personal requirement |
| Maslow's hierachy of needs | a sequence of human needs in the order of their importance |
| physiological needs | the things we require for survival |
| safety needs | the things we require for physical and emotional security |
| social needs | the human requirements for love and affection and a sense of belonging |
| esteem needs | our need for respect, recognition, and sense of our own accomplishment and worth |
| self-actualization needs | the need to grow and develop and to become all that we are capable of being |
| motivation-hygience theory | the idea that satisfaction and dissatisfaction are separate and distinct dimensions |
| motivation factors | job factors that increase motivation, although their absence does not necessarily result in dissatisfaction |
| hygiene factors | job factors that reduce dissatisfaction when present to an acceptable degree but that do not necessarily result in high levels of motivation |
| Theory X | a concept of employee motivation generally consistent with Taylor's scientific management; assumes that employees dislike work and will function only in a highly controlled work environment |
| Theory Y | a concept of employee motivation generally consistent with the ideas of the human relations movement; assumes that employees accept responsibility and work toward organizational goals, and by doing so they also achieve personal needs |
| Theory Z | the belief that some middle ground between type A and type J practices is best for American business |
| reinforcement theory | a theory of motivation based onn the premise that rewarded behavior is likely to be repeated, whereas punished behavior is less likely to recur |
| equity theory | a theory of motivation based on the premise that people are motivated to obtain and preserve equitable treatment for themselves |
| expectancy theory | a model of motivation based on the assumption that motivation depends on how much we want something and on how likely we think we are to get it |
| goal-setting theory | a theory of motivation suggesting that employees are motivated to achieve goals that they and their managers establish together |
| management by objectives (MBO) | a motivation technique in which managers and employees collaborate in setting goals |
| job enrichment | a motivation technique that provides employees with more variety and responsibility in their jobs |
| job enlargement | expanding a worker's assignments to include additional but similar tasks |
| job redesign | a type of job enrichment in which work is restructured to cultivate the worker-job match |
| behavior modification | a systematic program of reinforcement to encourage desirable behavior |
| flextime | a system in which employees set their own work hours within employer-determined limits |
| part-time work | permanent employment in which individuals work less than a standard work week |
| job sharing | an arrangement whereby two people share one full-time position |
| telecommuting | working at home all the time or for a portion of the work week |
| empowerment | making employees more involved in their jobs by increasing their participation in decision making |
| employee ownership | a situation in which employees own the company they work for by virtue of being stockholders |
| team | two or more workers operating as a coordinated unity to accomplish a specific task or goal |
| problem-solving team | a team of knowledgeable employees brough together to tackle a specific problem |
| virtuoso team | a team of exceptionally highly skilled nad talented individuals brought together to produce significant change |
| self-managed teams | groups of employees with the authority and skills to manage themselves |
| cfross-functional team | a team of indivuals with varying specialities, expertise, and skills that are brough together to achieve a common task |
| virtual team | a team consisting of members who are geographically dispersed but communicate electronically |
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mahepath
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