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90 Cards in this Set
- Front
- Back
Human resources
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the activities managers perform to plan for, attract, and retain an effective workforce
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human capital
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the economic or productive potential of an employee or employee knowledge
--vitally important to a companys competitve advantage |
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strategic human resources planning
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develop a systematic, comprehensive stratgey for understand employees needs and predicting future employees needs
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job analysis
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determine the basic elements of a job
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job description
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a few paragraphs about the specifics of a job, responsibilites of job holder and why
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job specification
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specific qualities to get the job
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predicting future employees
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the managers needs a good understand of what kind of personell the organization might need and likely sources for that personell
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human resource inventory
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tracks employees name, education, langage and other important info which is used when considering inside employees for future new positions
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recruitment
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the process of locating and attracting qualified applications for jobs open
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internal recruitment
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making people already employed aware of job openings
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external recruiting
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attracting job applicatants from outside the company
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most effect source of external recruiting
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referrals
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realistic job previews
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employee canidates are given both the positive and negative aspects of the job and the organization before being hired
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selection process
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the process of screening job applicants and picking the best person for the job
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3 types of selection tools
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background, interviewing, and employment test
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background
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application forms and resumes are basic source of information about job applicants
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interview
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can be unstructured (asking probing questions to find out about the person
or structured (asking the same question to all applicants then comparing answers) |
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3 types of employment test
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ability, perfomance, personality
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ability test
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--employment test
-measures physical abilites, strength, stamina |
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performance test
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measures performance on actual job tasks
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personality tests
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measures personality traits like adjustment, energy, stability, independece..using tests like the Myers-Briggs assesment
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orientation
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helping newcomers fit smoothly into their job and organization
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training
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educating technical and operational employees how to better do their current jobs
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development
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educating professionals and managers in skills they need to do their job in the future
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5 steps in the training process
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1.) assessment
2.) Objective 3.) selection 4.) implementation 5.) Evaluating |
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assessment training process
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is training needed?
--look at the skills people have and the skills people need for the job |
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objective training process
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what should the training achieve?
---face to face? off the job training (classroom setting, videotapes) or computer training |
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selection training process
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which training methods should i use?
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implementation training process
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how should training be effected?
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evaluating training process
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is the training working?
--watch peoples job performances and do testing; then make changes if goals are not accomplished |
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performance appraisal
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tells employees how their doing (feedback)
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two types of apprasial
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objective and subjective
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objective apprasial
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facts and numbers, generally upper management gets report of these
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subjective apprasial
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attitudes/behaviors/inititative/traits--based on managers perceptions so the managers have to have backup as proof to what they say--document actual events
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compensation
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tied to the apprasial and performance system
--deciding who to promote, transfer or dismiss --at the end of the assesment you give them a rating and make sure they are compensated to the rating |
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promotion
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managers can recognize an employees superior performance
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transfer
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when an employee is moved to a different job with similar responsibility
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total compensation package
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-wages/salary
-incentives, bonuses -benefits |
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wages/salary
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basic wage or salary paid to employee in exchange for doing their job
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incentives
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-bonsus
-comissions, profit-sharing plans, stock options |
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benefits
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additional, non-monetary forms of compensation: health insurance, retirement plans, and family leave
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layoffs
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a temporary dismissal
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downsizing/firing
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permanent
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Social securities act of 1935
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social security and benefits
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the Fair Labor Standards act 1938
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established a minimum wage and overtime pay regulations and a minimum standard of living for workers
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Wagner Act of 1935
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laws relating to unions
--allows president to stop a strik if it threatens national security |
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1970 OSHA
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occupational safety and health act
--established a minimum health and safety standard in organizations |
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Civil Rights Act 1964/1972
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prohibits discrimination on basis of race, color, religion, national origin, sex
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American Disabilites Act
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prohibits discrimination against essentially qualified employees with disabilities
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2003-sarbanes oxley act
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prohibits employees from demoting or firing employees who raise accusations of fraud to a federal agency
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Equal opportunity
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best person gets the job
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Affirmative Action
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to keep one group from rising to the top
--focuses on achieving equality of opportunity within an organization |
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stress
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the tension people feel when they are facing or enduring extraordinary demands, constraints or opportunities and are uncertian about their ability to handle them differently
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stressors
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the source of stress
-hassles -crises -extreme physical comfort |
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Type A Person
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very organizated, task focused
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Type B person
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very laidbaid, more analytical
--more likely to become a CEO because their easy to work with, not busy charging forward and less apt to burn themselves out |
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6 sources of stress on the job
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1.) demands created by individual differences (may rise from type A person)
2.) individual task demands (stress created by job itself) 3.) group demands ( stress created by co-workers or managers) 4.) individual role demands (stress created by other peoples expectations of you) 5.) organizational demands (stresses created by enviornment and culture of the organization 6.) non-work demands--stresses created by forces outside the organization |
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positive stress
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can be constructive
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negative stress
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can be harmful, (burnt out state of mind, mental and even physical exhaustion)
--shows up physiologically, psychologically and behaviorally |
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buffers
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administrative changes to reduce the stressors that lead to employee burnout (typically managers)
--managers can create a supportive organizational climate, make jobs interesting, carear counseling |
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why is motivation important?
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so that employees are compelled to work above and beyond expectations
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motivation
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the psychological process that arouse and direct goal-oriented behavior
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intrinsic reward
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the satisfaction, accomplishment, that a person recieves from performing a particular task itself
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extrinisic reward
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the payoff a person recieves from others for performing a particular task
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4 perspectives of motivation
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1.) content
2.) process 3.) job design 4.) reinforcement |
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content perspecitve of motivation
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the needs to motivate people
-maslows hierarchy of needs, (McClelland's Acquried need theory, Herzberg's 2 factor theory) |
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process perspective of motivation
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how employees behave to meet their needs-- the thought process in which people decide how to act
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needs
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psychological or physological deficiencies that arouse behavior
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3 process perspectives on motivation
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expectancy theory, equity theory, goal oriented theory
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expectancy theory
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How much they want something and how likely they are to get it
--expectancy: probability that effort will lead to performance --instrumentanlty- probability that a given amount of effort will lead to certain outcomes (will that lead to rewards) --valence -the probability that i will get the reward and i will like it |
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job design perspective of motivation
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fit the jobs to the people (it's this way today)
-designing a job correctly will affect the type and level of outcome that is neceassry in encouraging empployees |
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reinforcement perspective of motivation
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explains behavior changes by suggesting tthat behavior with positive consequences tends to be repeated whereas behavior with negative consequences tends to not be repeated (positive, negative, extincition, punishment)
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equity theory of process perspective of motivation
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how fairly do you think you're being treated compared to others
--motivation is based on a persons assessment of the ratio of outcome rewards he recieves for input of a job compared w/ the same ratio for a comparison other --my outputs/ my inputers = others outcomes/others inputs |
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goal setting theory of process perspective of motivation
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suggests that employees can be motivated by goals are specific and challanging but achievable
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SMART goals
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specific
measurable attainable realistic time specific |
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job simplification
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the number of tasks a worker performs is reduced to improve productivity
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5 core job characteristics
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1.) skill variety-how many different skills does this job require
2.) task identity-how extensive is my role as part of a whole project 3.) task signifiance-how many others are affected by what i do 4.) Autonomy- how much decision making do i have 5.) feedback-how much do i know about how I'm doing |
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negative conflict
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aka dysfunctional
--hinders the organizations performance or threatens interest |
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reinforcement
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anything that causes a behavior to be repeated or inhibited
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conflict
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a process in which one party percieves that its interests are being opposed or negatively affected by another party
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constructive conflict
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fractional/cooperative
--benefits the main purposes of the organization and serves its interests |
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organizations with little conflict
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are apathetic, lack creativity, indecisive and miss deadlines
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firms with too much conflict
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are poor performers because of the poitical infighting, dissatsifcation and lack of teamwork
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7 causes of conflict
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1.) competiion for scarce resources
2.) time pressure 3.) inconsistent goals or reward system 4.) ambiguous juristictions 5.) status differences 6.) personality clashes 7.) communcation faliures |
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inconsistent goals or reward system--reason of conflict
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conflict can rise when people are pursuing different objectives
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ambiguous jursidictions--reason of conflict
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when task responsibilites are unclear, conflict can emerge and people fight over resources and tasks
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3 devices to stimulate constructive conflict
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1.) spurring competition for employees (to encourage competition companies offer bonuses, trips)
2.) changing the organizations culture and procedurs (by making announcements about new policies and revamping procedures) 3.) bringin in outsiders for new perspectives (without new people companies become complacant to change |
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dialetic method
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--used to obtain different opinions without eliciting personal feelings
---two people or groups play opposing roles in a debate to better understand a proposal |
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McCelland's aquired needs theory
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need for achievement, need for afiliation and need for power
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Herzbergs 2 factor theory
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focuses on the rewards or outcomes of performance that satisfy peoples needs
--theres job satisfiers and job dissatisfiers (hygenes) must eliminate all dissatisfiers |