Study your flashcards anywhere!

Download the official Cram app for free >

  • Shuffle
    Toggle On
    Toggle Off
  • Alphabetize
    Toggle On
    Toggle Off
  • Front First
    Toggle On
    Toggle Off
  • Both Sides
    Toggle On
    Toggle Off
  • Read
    Toggle On
    Toggle Off

How to study your flashcards.

Right/Left arrow keys: Navigate between flashcards.right arrow keyleft arrow key

Up/Down arrow keys: Flip the card between the front and back.down keyup key

H key: Show hint (3rd side).h key

A key: Read text to speech.a key


Play button


Play button




Click to flip

25 Cards in this Set

  • Front
  • Back
The study of the behavior of individuals and groups in organizational settings
Human Relations
An inner drive that directs a person's behavior toward goals
An employee's attitude toward his or her job, employer, and colleagues
Why is human relations important?
Because business strive to:
-Boost morale
-Maximize productivity+creativity
-Motivate diverse employees
Theory suggesting that money is the sole motivator for workers
Classical Theory of Motivation
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
Maslow's Hierarchy of Needs
The most basic human needs to be satisfied--water, food, shelter, and clothing
Pysiological needs
The need to protect oneself from physical and economic harm
Security needs
The need for love, companionship, and friendship--the desire for acceptance
Social needs
The need for respect--both self-respect and respect from others
Esteem needs
The need to be the best one can be; at the top of Maslow's hierarchy
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
Hygiene Factors
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.
Motivational Factors
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
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
Theory Y
A management philosophy that stresses employee participation in all aspects of company decision making
Theory Z
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
Equity Theory
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
Expectancy Theory
Changing behavior and encouraging appropriate actions by relating the consequences of behavior to the behavior itself
Behavior modification
Movement of employees from one job to another in an effort to relieve the boredom often associated with job specialization
Job Rotation
The addition of more tasks to a job instead of treating each task as seperate
Job enlargement
The incorporation of motivational factors, such as opportunity for achievement, recognition, responsibility, and advancement, into a job
Job enrichment
A program that allows employees to choose their starting and ending times, provided that they are at work during a specified core period
A four-day (or shorter) period during which an employee works 40 hours
Compressed workweek
Performance of one full-time job by two people on part-time hours
Job sharing