Test Two

Front 1

Givebacks

Back 1

Concessions made by union members to management; gains from labor negotiations are given back to management to help employers remain competitive and thereby save jobs.

Front 2

Strikebreakers

Back 2

Workers hired to do the jobs of striking workers until the labor dispute is resolved.

Front 3

Injunction

Back 3

A court order directing someone to do something or to refrain from doing something.

Front 4

Lockout

Back 4

An attempt by management to put pressure on unions by temporarily closing the business.

Front 5

Secondary Boycott

Back 5

An attempt by labor to convince others to stop doing business with a firm that is the subject of a primary boycott; prohibited by the Taft-Hartley Act.

Front 6

Primary Boycott

Back 6

When a union encourages both its members and the general public not to buy the products of a firm invloved in a labor dispute.

Front 7

Cooling-off Period

Back 7

When workers in a critical industry return to their jobs while the union and management continue negotiations.

Front 8

Strike

Back 8

A union strategy in which workers refuse to go to work; the purpose is to further workers' objectives after an impasse in collective bargaining.

Front 9

Arbitration

Back 9

The agreement to bring in an impartial third party (a single arbitrator or a panel of arbitrators) to render a binding decision in a lobor dispute.

Front 10

Mediation

Back 10

The use of a third party, called a mediator, who encourages both sides in a dispute to continue negotiating and often makes suggestions for resolving the dispute.

Front 11

Bargaining Zone

Back 11

The range of options between the initial and final offer that each party will consider before negotiations dissolve or reach an impasse.

Front 12

Grievance

Back 12

A charge by employees that management is not abiding by the terms of the negotiatied labor-management agreement.

Front 13

Decertification

Back 13

The process by which workers take away a union's right to represent them.

Front 14

Certification

Back 14

Formal process whereby a union is recoginzed by the National Labor Relations Board (NLRB) as the bargaining agent for a group of employees.

Front 15

Collective Bargaining

Back 15

The process whereby union and management representatives form a labor-management agreement, or contract, for workers.

Front 16

Union

Back 16

An employee organization whose main goal is representing its members in employee-management negotiation of job-related issues.

Front 17

Fringe Benefits

Back 17

Benefits such as sick-leave pay, vacation pay, pension plans, and health plans that represent additional compensation beyond base wages.

Front 18

Performance Appraisal

Back 18

An evaluation that measures employee performance againdt establisted standards in order to make decisions about promotions, compensation, training, or termination.

Front 19

Mentor

Back 19

An experienced employee who supervises, coaches, and guides lower-level employees by introducing them to the right people and generally being their organizational sponsor.

Front 20

Networking

Back 20

The process of establishing and maintaining contacts with key managers in and outside the organization and using those contacts to weave strong relationships that serve as informal development systems.

Front 21

Management Development

Back 21

The process of training and educating employees to become good managers, and then monitoring the progress of their managerial skills over time.

Front 22

Orientation

Back 22

The activity that introduces new employees to the organization; to fellow employees; to their immediate supervisors; and to the policies, practice, and objectives of the firm.

Front 23

Selection

Back 23

The process of gathering information and deciding who should be hired, under legal guidelines, to serve the best interests of the individual and the organization.

Front 24

Recruitment

Back 24

The set of activities used to obtain a sufficient number of the right employees at the right time.

Front 25

Job Specifications

Back 25

A written summary of the minimum qualifications required of the workers to do a particular job.

Front 26

Job Description

Back 26

A summary of the objectives of a job, the type of work to be done, the responsibilities and duties, the working conditions, and the relationship of the job to other functions.

Front 27

Job Analysis

Back 27

A study of what employees do who hold various job titles.

Front 28

Human Resource Management (HRM)

Back 28

The process of determining human resource needs and then recruiting, selecting, developing, motivating, evaluating, compensating, and scheduling employees to achieve organizational goals.

Front 29

Reinforcement Theory

Back 29

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

Front 30

Expectancy Theory

Back 30

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

Front 31

Management by Objectives (MBO)

Back 31

A 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 32

Goal-setting Theory

Back 32

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

Front 33

Hygiene Factors

Back 33

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 34

Motivators

Back 34

In Herzberg's theory of motivating factors, job factors that cause employees to be productive and that give them satisfation.

Front 35

Maslow's Hierarchy of Needs

Back 35

Theory of motivation based on unmet human needs from basic physiological needs to safety, social, and esteem needs to self-actualization needs.

Front 36

Hawthorne Effect

Back 36

The tendency for people to behave differently when they know theg are being studied.

Front 37

Principle of Motion Economy

Back 37

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

Front 38

Time-motion Studies

Back 38

Studies, begun by Frederkck Taylor, of which tasks must be performed to complete a job and the time needed tk do each task.

Front 39

Scientific Management

Back 39

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

Front 40

Extrinsic Reward

Back 40

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

Front 41

Intrinsic Reward

Back 41

The personal satisfaction you feel when you perform well and complete goals.

Front 42

Quality

Back 42

Consistently producing what the customer wants while reducing errors before and after delivery to the customer.

Front 43

Purchasing

Back 43

The function in a firm that searches for high-quality material resources, finds the best suppliers, and negotiates the best price for goods and services.

Front 44

Form Utility

Back 44

The value producers add to materiald in the creatiok of finished goods and services.

Front 45

Production

Back 45

The creation of finished goods and services using the factors of prodjctkon: land, labor, capital, entrepreneurship, and knowledge.

Front 46

Bureaucracy

Back 46

An organization with many layers of managers who set rules and regulations and oversee all decisions.

Front 47

Chain of Command

Back 47

The line of authority that moves form the top of a hierachy to the lowest level.

Front 48

Hierarchy

Back 48

A system in which one person is at the top of the organization and there is a ranked or sequential ordering from the top down of managers who are responsible to that person.