Comm 1800 Chapter 10

Front 1

intrinsic reward

Back 1

the personal satisfaction you feel when you perform well and complete goals

Front 2

scientific management

Back 2

studying workers to find the most efficient ways of doing things and then teaching people those techniques

Front 3

time motion studies

Back 3

studies begun b frederick taylor, of which tasks must be performed to complete a job and the time needed to do each task

Front 4

principle of motion economy

Back 4

theory developed by Frank and Lillian Gilbert that every job can be be broken down into a series of elementary motions

Front 5

extrinsic reward

Back 5

something given to you by someone else as recognition for good work; extrinsic regards include pay increases, praise, and promotions

Front 6

scientific management viewed people largely as __

Back 6

machines that needed to be properly programmed

Front 7

Hawthorne effect

Back 7

the tendency for people to behave differently when they know they are being studied

Front 8

Maslow's hierarchy of needs

Back 8

theory of motivation baed on unmet human needs from basic physiological needs to safety, social, and esteem needs to self actualization needs

Front 9

physiological needs

Back 9

basic survival needs, such as the need for food, water and shelter

Front 10

safety needs

Back 10

the need to feel secure at work and at home

Front 11

social needs

Back 11

the need to feel loved, accepted, and part of the group

Front 12

esteem needs

Back 12

the need for recognition and acknowledgement from others, as well as self respect and sense f status or importance

Front 13

self actualization needs

Back 13

the need to develop to one's fullest potential

Front 14

motivators

Back 14

in Herzberg's theory of motivating factors, job factors that cause employees to be productive and that give them satisfaction

Front 15

hygiene factors

Back 15

in herzberg's theory of motivating factors, job factors that can cause dissatisfaction if missing but that do not necessarily motivate employees if increased

Front 16

best way to motivate employees is to make

Back 16

their jobs interesting, help them achieve their objectives, and recognize their achievement through advancement and added responsibility

Front 17

Theory X

Back 17

average perosn dislikes work and will avoid it if possible, workers must be forced/controlled with punishment to make them put forth effort, average worker prefers to be directed, primary motivators are fear and money

Front 18

Theory Y

Back 18

most people like work, most poeple naturally work towards goals, depth of persons compliment depends on the perceived rewards for achieving them, people might seek responsibility,

Front 19

empowerment

Back 19

giving employees authority to make decisions and tools to implement the decisions they make.

Front 20

Type Z

Back 20

long term employment, collective decision making, individual responsibility, slow evaluation and promotion

Front 21

goal setting theory

Back 21

idea that setting ambitious but attainable goals can motivate workers and improve performance if the goals are accepted, accompanied by feedback, and facilitated by organizational conditions

Front 22

management by objectives (MBO)

Back 22

system of goal setting and implementation; it involves a cycle of discussion, review, and evaluation of objectives among top and middle level managers, supervisors, and employees

Front 23

expectancy theory

Back 23

victor vrooms theory that the amount of effort employees exert on a specific task depends on their expectations of the outcome

Front 24

reinforcement theory

Back 24

theory that positive and negative reinforcers motivate a person to behave in certain ways

Front 25

equity theory

Back 25

the idea that employees try to maintain equity between inputs and outputs compared to others in similar positions

Front 26

job enrichment

Back 26

a strategy that motivates workers through the job itself. motivational strategy.

Front 27

job simplification

Back 27

produces tasks efficiency by breaking a job into simple steps and assigning people to each

Front 28

skill variety

Back 28

the extent to which a job demands different skills

Front 29

task identity

Back 29

the degree to which the job requires doing a task with a visible outcome from beginning to end

Front 30

task significance

Back 30

the degree to which the job has a substantial impact

Front 31

autonomy

Back 31

the degree of freedom

Front 32

feedback

Back 32

the amount of direct and clear information given about job performance

Front 33

job enlargement

Back 33

job enrichment strategy that involves combining a series of tasks into one challenging and interesting assignment

Front 34

job rotation

Back 34

a job enrichment strategy that involves moving employees from one job to another

Front 35

high context culture

Back 35

workers build personal relationships and develop group trust before focusing on tasks

Front 36

low context culture

Back 36

workers often view relationship building as a waste of time that diverts attention from the task