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BUS 101 Test 4
Introduction to Business
| Term | Definition |
|---|---|
| Motivation | the set of forces that cause people to behave in certain ways |
| Classical theory of motivation | theory holding that workers are motivated solely by money |
| Hawthorne effect | tendency for productivity to increase when workers believe they are receiving special attention from management |
| Theory X | theory of motivation holding that people are naturally lazy and uncooperative |
| Theory Y | theory of motivation holding that people are naturally energetic, growth-oriented, self-motivated, and interested in being productive |
| Maslows Hierarchy of Needs | theory of motivation describing five levels of human needs and arguing that basic needs must be fulfilled before people work to satisfy higher-level needs |
| Two-factor theory | theory of motivation holding that job satisfaction depends on two factors, hygiene and motivation |
| Need for achievement | an individual’s desire to accomplish a goal or task as effectively as possible |
| Need for affiliation | an individual’s desire for human companionship |
| Need for power | the desire to control one’s environment, including financial, material, informational, and human resources |
| Expectancy theory | theory of motivation holding that people are motivated to work toward rewards that they want and that they believe they have a reasonable chance of obtaining |
| Equity theory | theory of motivation holding that people evaluate their treatment by the organization relative to the treatment of others |
| Positive reinforcement | reward that follows desired behaviors |
| Punishment | unpleasant consequences of an undesirable behavior |
| Social learning | learning that occurs when people observe the behaviors of others, recognize their consequences, and alter their own behavior as a result |
| Management by objectives | set of procedures involving both managers and subordinates in setting goals and evaluating progress |
| Participative management and empowerment | method of increasing job satisfaction by giving employees a voice in the management of their jobs and the company |
| Job enrichment | method of increasing job satisfaction by adding one or more motivating factors to job activities |
| Job design | method of increasing job satisfaction by designing a more satisfactory fit between workers and their jobs |
| Human resource management | set of organizational activities directed at attracting, developing, and maintaining and effective workforce |
| Human resources | the people comprising an organization’s workforce |
| Job analysis | systematic analysis of jobs within an organization |
| Job description | description of the duties and responsibilities of a job, its working conditions, and the tools, materials, equipment, and information used to perform it |
| Job specification | description of the skills, abilities, and other credentials and qualifications required by a job |
| Matching HR supply and demand | after comparing future demand and internal supply, managers can make plans to manage predicted shortfalls or overstaffing |
| Title VII of the Civil Rights Act of 1964 | forbids discrimination in all areas of the employment relationship |
| Age Discrimination in Employment Act | outlaws discrimination against people older than 40 years |
| American with Disabilities Act | forbids discrimination on the basis of disabilities and requires employers to provide reasonable accommodations for disabled employees |
| Civil Rights Act | outlaws discrimination based on age, gender, color, sexual orientation, or religion |
| Fair Labor Standards Act | sets a minimum wage and require the payment of overtime rates for work in excess of 40 hours per week |
| Equal Pay Act | requires that men and women be paid the same amount for doing the same job |
| FMLA | (Wagner act) requires employers to provide up to 12 weeks of unpaid leave for family and medical emergencies |
| National Labor Relations Act | sets up a procedure for employees to vote on whether to have a union |
| National Labor Relations Board | established by the Wagner Act to enforce its provisions |
| Labor Management Relations Act | (Taft-Hartley act) passed to limit union power |
| OSHA | federal law setting and enforcing guidelines for protecting workers from unsafe conditions and potential health hazards in the workplace |
| Sexual harassement | making unwelcome sexual advances in the workplace |
| Employment at will | principle, increasingly modified by legislation and judicial decision, that organizations should be able to retain or dismiss employees at their discretion |
| Internal recruiting | considering present employees as candidates for openings |
| External recruiting | attracting persons outside the organization to apply for jobs |
| Methods used to select employees | application forms, tests, interviews, drug tests, credit checks, references |
| Wages | compensation in the form of money paid for time worked |
| Salaries | compensation in the form of money paid for discharging the responsibilities of a job |
| Bonus | individual performance incentive in the form of a special payment made over and above the employee’s salary |
| Merit salary system | individual incentive linking compensation to performance in nonsales jobs |
| Pay for performance | individual incentive that rewards a manager for especially productive output |
| Profit sharing plan | incentive plan for distributing bonuses to employees when company profits rise above a certain level |
| Gainsharing plan | incentive plan that rewards groups for productivity improvements |
| Pay for knowledge plan | incentive plan to encourage employees to learn new skills or become proficient at different jobs |
| Benefits | compensation other than wages and salaries |
| Retirement plans | pays pensions to retired workers, 401Ks |
| Training | usually refers to teaching operational or technical employees how to do the job for which they were hired |
| Development | usually refers to teaching managers and professionals the skills needed for both present and future jobs |
| Performance appraisal | evaluation of an employee’s job performance to determine the degree to which the employee is performing effectively |
| Appraisal methods | objective and judgmental |
| 360 degree feedback | performance appraisal technique in which managers are evaluated by everyone around them – their boss, their peers, and their subordinates |
| Labor union | group of individuals working together to achieve shared job-related goals, such as higher pay, shorter working hours, more job security, greater benefits, or better working conditions |
| Collective bargaining | process by which labor and management negotiate conditions of employment for union-represented workers |
| Contract issues | Cost of Living Adjustment (COLA) and Wage Reopened Clause |
| Cost of living adjustment | labor contract clause tying future raises to changes in consumer purchasing power |
| Wage reopened clause | clause allowing wage rates to be renegotiated during the life of a labor contract |
| Union tactics for when bargaining fails | strike, picketing, boycott, work slowdown |
| Strike | labor action in which employees temporarily walk off the job and refuse to work |
| Picketing | labor action in which workers publicize their grievances at the entrance to an employer’s facility |
| Boycott | labor action in which workers refuse to buy the products of a targeted employer |
| Work slowdown | labor action in which workers perform jobs at a slower than normal pace |
| Management tactics | lockouts, strikebreaker |
| Lockouts | management tactic whereby workers are denied access to the employer’s workplace |
| Strikebreaker | worker hired as a permanent or temporary replacement for a striking employee |
| Mediation | method of resolving a labor dispute in which a third party suggests, but does not impose, a settlement |
| Arbitration | method of resolving a labor dispute in which both parties agree to submit to the judgement of a neutral party |
| AFL | American Federation of Labor- an association of craft unions formed in 1886 by Samuel Gompers and others; the AFL had no political or social agenda but simply sought to improve working conditions and pay for its members |
| CIO | Congress of Industrial Organizations |
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