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37 Cards in this Set
- Front
- Back
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Human Relations |
the study of the behavior of individuals and groups in organizational settings |
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Motivation |
an inner drive that directs a person's behavior towards a goal or satisfaction of a need |
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Motivating the Workforce |
-What motivates employees to perform? -How can managers boost morale? -How do you maximize worker performance? -How can you encourage creativity and innovation? |
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Morale |
an employee's attitude toward his or her job, employer, and colleagues
**is a prominent aspect of human relations. |
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High Morale |
-higher productivity, returns to shareholders, worker productivity and loyalty. -lower absenteeism and employee turnover |
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Low Morale |
contributes to absenteeism, high employee turnover and lack of commitment |
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Morale Boosters |
-respect -involvement -appreciation -compensation -promotion -pleasant work environment -positive organizational culture |
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Intrinsic rewards |
-the personal satisfaction and employment felt after attaining the goal -feeling of accomplishment |
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Extrinsic rewards |
-benefits and/or recognition you achieve from someone else -awards, benefits, pay increase **Intrinsic and Extrinsic rewards both are important in motivating employees to contribute to business goals |
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Employee Motivation |
*It can be difficult to motivate employees. -Difficult to define and varies from person to person. -Conventions exist that are dedicated to suggesting ways to motivate workers. |
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Classical Theory of Motivation |
-Theory suggesting that money is the sole motivator for workers *Satisfactory pay & job security motivate employees to work hard |
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Hawthorne Studies |
-Findings show social and psychological factors influence productivity/morale **Marks the beginning of concern for human relations in the workplace |
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Maslow's Heirarchy of Needs |
-Self-Actualization -Esteem Needs -Social Needs -Security Needs -Physiological Needs **Maslow theorized that people have five basic needs. They are arranged into the order in which people strive to satisfy them. |
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Self-Actualization |
Being the best you can be. |
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Esteem Needs |
Related to respect- both self respect and respect from others. |
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Social Needs |
-The need for love, companionship and friendship -The desire for acceptance by others. |
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Security Needs |
Relate to protecting yourself from physical and economic harm |
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Physiological Needs |
The most basic and first needs to be satisfied, are the essentials for living---water, food, shelter, and clothing. |
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Herzberg's Two-Factor Theory |
Hygiene Factors and Motivational Factors |
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Hygiene Factors |
-Focus on the work setting, not the content of the work -Wages, working conditions, company policies, job security |
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Motivational Factors |
-Aspects of Herzberg's theory of motivation that focus on the content of the work -These aspects include achievement, recognition, involvement, responsibility, and advancement |
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McGregor's Theory X |
-Considered the traditional management view -Assumes that workers.... ----Generally dislike work- "I'm only doing this for the money." ----Must be forced to do their jobs- "Get to work or get fired!" ----Average worker avoids responsibility and prefers direction. |
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McGregor's Theory Y |
-Considered the humanistic management view --Assumes... -----Expending physical effort is natural (people like to work) -----People will assume responsibility and self-control to achieve objectives (workers want to satisfy social, esteem, and self-actualization needs) -----People will commit to objectives once they realize there will be a personal reward -----Most organizations do not adequately utilize imaginations, ingenuity, creativity, and intelligence of workers. |
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Theory Z |
A management philosophy that stresses employee participation in all aspects of company decision making
-Incorporates many Japanese ideas about management (trust and intimacy) adapted for use in the U.S. |
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Variations of Theory Z |
-Quality Circle (or Quality Assurance Teams) -Participative Management -Employee Involvement -Self Directed Work Teams (SDWT) *All Strive to give employees more control over their jobs. *Makes them responsible for outcomes. |
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Equity Theory |
The assumption that how much people are willing to contribute to an organization depends on their assessment of the fairness ("equity" of the rewards they will receive in exchange -"A fair day's work for a fair day's pay." -Employees who do not feel equitably treated may slack off on the job--- or steal--- to balance the equation. |
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Expectancy Theory |
Assumes that motivation depends not only on how much a person wants something, but also on how likely he or she is to get it -Someone who wants something and has a reasonable expectation of achieving it will be highly motivated. |
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Motivating Employees |
-Changing behavior and encouraging appropriate actions by relating the consequences of behavior to the behavior itself. -Rewards -Punishment **Behavior is shaped by its consequences! |
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Job Rotation |
Movement of employees from one job to another to relieve the boredom often associated with job specialization --The drawback is that it does not totally eliminate risk of boredom. |
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Job Enlargment |
Addition of more tasks to a job instead of treating each task as seperate
-Seeks to counteract the boredom of division of labor. -Many small firms use job enlargement. -Requires training employees in new tasks. |
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Job Enrichment |
Incorporating motivational factors (achievement, recognition, responsibility) into the job.
-Gives employees feedback on their performance -Rewards for good performance -Idea developed by Herzberg in the 1950s |
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Values and Motivation |
Many employees are motivated by working for a company that shares theirvalues. Ex.Patagonia |
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Flexible Scheduling Strategies |
-Flextime -Compressed Workweek Job Sharing |
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Flextime |
Allows employees to choose their start and end times |
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Compressed Workweek |
40 hours in a 4-day workweek |
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Job Sharing |
Occurs when two people share the same job. |
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Importance of Motivational Strategies |
-Fosters employee loyalty -Boosts productivity -Influences on pay, promotion, job design -Nature of relationships -Nature of the job itself -Characteristics of the organization |
