Mgmt Ch 11

Front 1

intrinsic reward

Back 1

the good feeling you have when you have done a job well done

Front 2

extrinsic

Back 2

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

Front 3

scientific management

Back 3

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

Front 4

time-motion studies

Back 4

studies, begun by Frederick Taylor, of which tasks must be performed to complete a job and the time needed to do each task

Front 5

principle of motion economy

Back 5

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

Front 6

Hawthorne effect

Back 6

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

Front 7

Maslow's hierarchy of needs

Back 7

Theory of motivation that places different types of human needs in order of important, from basic physiological needs to safety, social and esteem needs to self-actualization needs

Front 8

motivators

Back 8

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

Front 9

hygiene factors

Back 9

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 10

job enlargement

Back 10

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

Front 11

job enrichment

Back 11

a motivational strategy that emphasized motivating the worker through the job intself

Front 12

job rotation

Back 12

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

Front 13

goal-setting theory

Back 13

the 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 14

management by objectives (MBO)

Back 14

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

Front 15

expectancy theory

Back 15

Victor Vroom's theory that the amount of effort employees exert of a specific task depends on their expectations of the outcome

Front 16

reinforcement theory

Back 16

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

Front 17

equity theory

Back 17

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