Chapter 10 Business

Front 1

intrinsic reward

Back 1

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

Front 2

extrinsic reward

Back 2

something given to you by someone else as recognition for good work; includes pay raise, praise, or 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 Fredrick Taylor of which tasks must be performed to complete a job and the time needed to do each task

Front 5

principles 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 are being studied

Front 7

Maslow's hieracrchy of needs

Back 7

theory of motivation based on unmet human needs from basic psychological needs to safety, social, and esteem needs for 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 dissatisfication if missing but that do not neccessarily motivate employees if increased

Front 10

goal-setting theory

Back 10

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 11

management by objectives (MBO)

Back 11

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 12

expectancy theory

Back 12

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

Front 13

reinforcement theory

Back 13

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

Front 14

equity theory

Back 14

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

Front 15

job enrichment

Back 15

a motivational strategy that emphasizes motivating the workers through the job itself

Front 16

job enlargement

Back 16

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

Front 17

job rotation

Back 17

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

Front 18

Theory Y

Back 18

Management view that employees enjoy work and take responsibility for meeting their work requirements

Front 19

Theory X

Back 19

Management view that employees are lazy, uninterested in work, and need to be prodded to perform their jobs

Front 20

Theory Z

Back 20

Management view that employees involvement in the organization and decision-making leads to productivity