Business Management Chapters 8, 9, 10, 11 Grade 12

Front 1

flexible work
practices

Back 1

work practices that
allow employees to
balance work and
family responsibilities

Front 2

motivation

Back 2

the desire or drive to
work well; process of
ensuring that there is
continuing commitment
to a common set of
goals or a single goal

Front 3

hierarchy of needs

Back 3

Abraham Maslow’s
representation of
human needs in the
form of a pyramid or
hierarchy

Front 4

Herzberg’s twofactor
theory of work
motivation

Back 4

hygiene theory; two
significant and different
classes of factors,
i.e. hygiene and
motivational factors,
affect job satisfaction

Front 5

extrinsic motivation

Back 5

external motivators
used, e.g. incentive
payments, flexible work
practices

Front 6

goal-setting theory

Back 6

a process theory of
motivation that focuses
on the process of setting
and attaining goals

Front 7

sMaRt principle

Back 7

outlines that goals/
objectives must be
specific, measurable,
achievable (attainable),
relevant and time-bound

Front 8

reward

Back 8

recognition (financial
and non-financial) for
a job well done or to
act as a motivator to
perform a job

Front 9

casual employees

Back 9

employed on a shortterm
or irregular basis;
do not attract any leave
entitlements

Front 10

job enlargement

Back 10

making a job bigger
or more challenging
by combining various
operations at a similar
level (horizontal); acts
to increase motivation
and job satisfaction

Front 11

job enrichment

Back 11

making a job more
challenging so workers
are required to use
their full capabilities
and gain personal
growth

Front 12

job rotation

Back 12

workers are moved
between different jobs
to increase variety of
work and to create a
flexible workforce

Front 13

quality circle

Back 13

a group of workers
who meet regularly
to discuss quality and
production issues; any
proposed changes to
production methods
are then put forward to
management

Front 14

corporate culture

Back 14

the shared values
and beliefs of an
organisation, which can
influence the actions
and decision-making
style of managers and
employees

Front 15

human resource
planning

Back 15

planning for future
personnel needs, taking
into account both
internal activities and
factors in the external
environment

Front 16

downsizing

Back 16

a reduction in a
company’s workforce
through elimination
of jobs, generally
made to improve an
organisation’s profit

Front 17

redundant

Back 17

an employee is
redundant when there
is no longer sufficient
work for the worker to
perform

Front 18

etrenchment

Back 18

the expression used
to describe what
occurs to an employee
whose employment is
terminated by reason of
his or her job becoming
redundant

Front 19

job

Back 19

a group of tasks
performed by an
employee

Front 20

job analysis

Back 20

systematic process of
gathering information
relating to a job being
performed

Front 21

job description

Back 21

a written description
of a job’s title, duties
and responsibilities,
including its location on
the organisational chart

Front 22

job specification

Back 22

detailed listing of the
personal skills and
characteristics
required to perform a
particular job

Front 23

job design

Back 23

grouping together of
tasks for a particular
job, which should
incorporate variety and
challenge for the job
holder

Front 24

recruitment

Back 24

the process of finding
the best qualified pool
of applicants

Front 25

equal employment
opportunity (eeo)

Back 25

providing people with
a fair and equitable
opportunity to succeed
without any form of
discrimination based
on age, sex, race or
nationality

Front 26

outplacement

Back 26

specialised assistance
given to retrenched
employees to assist
them to find jobs with
other organisations

Front 27

selection

Back 27

process undertaken
by an organisation
to decide whether to
make a job offer to a
candidate

Front 28

application

Back 28

the act of applying for
a job or advertised
vacancy; the letter or
communication used
in expressing interest
in a job or advertised
vacancy

Front 29

application form

Back 29

basic source
of employment
information covering
qualifications,
experience and other
job-related data

Front 30

capabilities

Back 30

competence to perform
a task

Front 31

aptitude test

Back 31

test of special abilities
(e.g. clerical, language,
artistic) that are
required for a specific
job

Front 32

employment contract

Back 32

a formal written
agreement between
an employer and an
employee setting out
the legal obligations of
each party; an informal
or oral agreement may
also be entered into

Front 33

award

Back 33

an agreement that sets
out minimum terms
and conditions of
employment relating to
an industry

Front 34

employee collective
agreement

Back 34

a written collective
agreement made
between an employer
and the employees,
setting out terms
and conditions of
employment

Front 35

union collective
agreement

Back 35

a written agreement
made between an
employer(s) and
a union(s) that
sets out the terms
and conditions of
employment; an
agreement may cover
businesses run by more
than one employer

Front 36

compensation

Back 36

payments and/or
benefits paid to an
employee in exchange
for their labour

Front 37

attitudinal survey

Back 37

systematic method
of determining what
employees think about
their job, supervision
and the organisation

Front 38

flexitime

Back 38

a system that permits
employees to nominate
their start and finish
times within a broad
range of available hours

Front 39

performance
appraisal

Back 39

determining how
well employees have
performed their jobs,
providing feedback
to employees and
establishing plans to
improve performance

Front 40

induction

Back 40

the process of
introducing new
workers to their place
of work, their job
role, their colleagues,
supervisors,
management and
corporate culture

Front 41

training

Back 41

the process of
providing an employee
with the knowledge of
specific skills needed to
do a job

Front 42

development

Back 42

process designed
to develop skills
necessary for future
work activities and
responsibilities

Front 43

training needs
analysis

Back 43

diagnoses the current
problems and future
challenges that need to
be overcome through
use of a training
program

Front 44

interpersonal skills

Back 44

skills used by a
manager when
dealing with people
on a personal basis,
such as being able
to lead, motivate,
communicate, manage
conflict and build team
rapport

Front 45

competency-based
training

Back 45

training that focuses on
the ability to perform
specific tasks to a
predetermined standard​

Front 46

performance
management

Back 46

the system used to
improve organisational,
functional and
individual performance
through linking the
objectives of each; it
assesses all phases of
the employment cycle

Front 47

dismissal

Back 47

termination of an
employment contract
due to incompetence or
indiscipline

Front 48

Management by
objectives (MBo)

Back 48

involves setting
specific, measurable
objectives with an
employee and then
periodically reviewing
the employee’s
performance

Front 49

comparative
standards

Back 49

a form of performance
appraisal where
one employee’s
performance is
compared to or
ranked against the
performance of another
employee

Front 50

absolute standards

Back 50

a method of
performance
appraisal involving the
independent evaluation
of an employee’s
performance by their
manager

Front 51

resignation

Back 51

voluntary termination
that occurs when an
employee leaves the
workplace, usually to
go to another job

Front 52

retirement

Back 52

voluntary termination
where an employee
decides to leave the
paid workforce

Front 53

retrenchment

Back 53

the expression used
to describe what
occurs to an employee
whose employment is
terminated by reason of
his or her job becoming
redundant

Front 54

fair Work australia
(fWa)

Back 54

one-stop shop for
information, advice
and assistance on
workplace issues

Front 55

human resource
management (Hrm)

Back 55

the management
of a wide range
of responsibilities
relating to the human
(employees) function
within a business,
in order to increase
both the employees’
and organisational
efficiency

Front 56

business strategy

Back 56

the long-term plan of
action adopted by an
organisation to achieve
its goals and objectives

Front 57

change agent

Back 57

the individual leading
or guiding the process
of change in an
organisational situation

Front 58

staff manager

Back 58

a manager who
provides specialist
advice or assistance to
functional managers

Front 59

functional manager

Back 59

a manager responsible
for just one
organisational activity,
e.g. finance, human
resource management

Front 60

line management

Back 60

management
responsible for and
having direct authority
over subordinates
within their area of
authority

Front 61

employee relations

Back 61

the relationship
between employees (or
their representatives)
and employers (or
their representatives),
encompassing all
aspects of their
working lives, including
wages and conditions
of employment based
on optimum working
relationships

Front 62

dispute

Back 62

a form of industrial
disagreement between
employees and
employers

Front 63

deregulated labour
market

Back 63

where aspects of the
employee–employer
relationship are not
subject to government
control and regulation

Front 64

industrial relations

Back 64

the relationship
between employees (or
their representatives)
and employers (or
their representatives),
encompassing all
aspects of their
working lives, including
wages and conditions
of employment

Front 65

adversarial approach

Back 65

a process that supports
conflicting positions
held by individuals or
groups, often requiring
conflict resolution, with
the outcome satisfying
the interests of only
one of the parties

Front 66

trade union

Back 66

an organisation formed
to represent and
protect the rights of
workers in a particular
industry

Front 67

shop steward

Back 67

locally elected union
official; an employee
at a workplace is
elected by local union
members to represent
them; they act as the
first point of contact for
an employee with their
trade union

Front 68

union executive/
official

Back 68

officials elected by
union members to
run the organisation
(union) on a day-today
basis; they act to
represent members
in negotiations with
employers

Front 69

employer
associations

Back 69

provide a range of
advice to employers
and represent their
interests on employee
relations issues

Front 70

Fair Work australia
(FWa)

Back 70

one-stop shop for
information, advice
and assistance on
workplace issues

Front 71

conciliation

Back 71

a third-party
(conciliator) facilitates
agreement between
management and
employees in relation to
a dispute

Front 72

arbitration

Back 72

a method of industrial
dispute resolution
where an independent
third party listens
to both sides of the
agreement, then
making a decision
based on these
arguments, which is
legally binding on both
parties

Front 73

closed shop

Back 73

a workplace where all
employees are union
members who refuse
to work with non-union
members

Front 74

centralised system (of
employee relations)

Back 74

where awards (pay and
working conditions)
were determined by
a central body (AirC)
relating to an industry

Front 75

industrial awards

Back 75

set out minimum
conditions of
employment for
employees doing a
particular job

Front 76

decentralised
system (of employee
relations)

Back 76

where employers and
employees at each
workplace determine
their pay and working
conditions and
work through their
differences without
outside interference

Front 77

Workplace Relations
Act 1996

Back 77

federal industrial
legislation that
deregulated the labour
market by encouraging
enterprise bargaining,
simplifying the
number of allowable
matters in federal
awards, modifying
the unfair dismissal
laws and outlawing
strikes except during
renegotiation of an
enterprise agreement

Front 78

collective/certified
agreement

Back 78

enterprise bargaining
agreements that result
from negotiations
between an employer
and union (employees)
and are registered
(ratified) by the AirC

Front 79

collective bargaining

Back 79

the process by which
wages, hours, rules and
working conditions are
negotiated and agreed
upon by a union with
an employer for all the
employees collectively
whom it represents

Front 80

australian Workplace
agreement (aWa)

Back 80

an agreement made
directly between
an employer and
employee covering
working conditions and
remuneration

Front 81

grievance procedure

Back 81

a formal, systematic
process that permits
employees to complain
about matters that
affect them and their
work