The
interactions between employers and employees and their attitudes
toward one another.
The degree of
enjoyment a person derives from performing his or her job.
The overall
feeling that employees have about their workplace.
The set of
forces that cause people to behave in certain ways.
A theory of
motivation that holds that people are motivated solely by money.
Studies that
use industrial engineering techniques to analyze each facet of a
job in order to determine how to perform it most efficiently.
A system of
compensation in which individuals are paid a set rate per piece
completed.
A system of
management that uses scientific analysis of individual jobs to
increase productivity and efficiency.
The tendency
for workers' productivity to increase when they believe they are
receiving special attention from management.
A theory of
motivation that holds that people are naturally lazy,
irresponsible, and uncooperative.
A theory of
motivation that holds that people are naturally energetic,
responsible, and growth&-oriented.
A theory of
motivation developed by Abraham Maslow that describes five
levels of human needs&-physiological, security, social,
esteem, and self&-actualization&-and argues that basic
needs must be fulfilled before people can seek to meet higher&-level
needs.
A theory of
motivation developed by Frederick Herxberg that concludes that
job satisfaction depends on two types of factors: hygienic and
motivating.
Factors that
must be present to an acceptable degree in order for employees
not to be dissatisfied with their jobs.
Those factors
that, if increased, lead employees to work harder.
A theory of
motivation that holds that people are motivated to work toward
rewards that they want and that they believe they have a
reasonable chance of obtaining.
A management
approach found in U.S. companies that have blended the
successful elements of traditional U.S. management with the
successful elements of traditional Japanese management.
The process of
motivating others to work to meet specific objectives.
Managerial
Style:
A pattern of behavior that a manager exhibits in dealing
with subordinates.
A managerial
style in which managers simply issue orders and expect those
underneath them to obey unquestioningly.
A managerial
style in which managers ask their subordinates for suggestions
prior to making decisions but retain final decision&-making
power.
A managerial
style in which managers serve as advisers but allow subordinates
to make most decisions.
A managerial
philosophy that holds that the appropriate managerial behavior
in any situation is dependent (contingent) on the unique
characteristics of that situation.
A method of
increasing job satisfaction by giving employee a voice in how
they do their jobs and how the company is managed.
A total
quality management (TQM) technique in which groups of employees
work together as a team to improve quality.
A method of
increasing job satisfaction by adding one or more motivating
factors to a job.
A method of
increasing job satisfaction by restructuring work to achieve a
more satisfactory worker&-job fit.
A method of
increasing job satisfaction by allowing workers some choice in
their working hours.
A version of
flextime that allows people to do some or all of their work away
from their office.
A method of
increasing satisfaction by allowing two or more people to share
a full&-time job.
