Chapter 9

Front 1

Managers who understand the needs of their employees can help them reach

Back 1

higher levels of productivity

Front 2

the study of the behavior of individuals and groups in organizational settings

Back 2

human relations

Front 3

human relations involves

Back 3

motivating employees to acheive organizational objectives efficiently and effectively

Front 4

an inner drive that directs a person's behavior toward goals

Back 4

motivation

Front 5

Engagement involves

Back 5

emotional involvement and commitment

Front 6

motivating employees to stay engaged is a

Back 6

key responsibility of management

Front 7

an employee's attitude toward his or her job, employer, and colleagues

Back 7

morale

Front 8

high morale contributes to high levels of

Back 8

productivity and employee loyalty

Front 9

Employees are motivated by their perceptions of _________ and ________ rewards

Back 9

extrinsic, intrinsic

Front 10

the personal satisfaction and enjoyment that you feel from attaining a goal

Back 10

intrinsic reward

Front 11

are benefits and/or recognition that you receive from someone else

Back 11

Extrinsic rewards

Front 12

Both intrinsic and extrinsic rewards contribute to employees to do their best in contributing to

Back 12

business goals

Front 13

the theory that money is the sole motivator for workers

Back 13

classical theory of motivation

Front 14

Taylor suggested that workers who were paid more

Back 14

would produce more

Front 15

In the classical theory of motivation, Taylor believe that incentive would motivate employees to be more

Back 15

productive

Front 16

Developed by Taylor, under which employees were paid a certain amount for each unit they produced

Back 16

peice-rate

Front 17

companies are increasingly striving to relate pay to

Back 17

performance

Front 18

Later studies showed that other things were important in motivating workers other than

Back 18

Classical Theory of Motivation

Front 19

study in which productivity increased regardless of the physical conditions

Back 19

The Hawthorne Studies

Front 20

in the Hawthorne studies, employees expressed satisfaction because

Back 20

their co-workers in the experiments were friendly,and the supervisors had asked for their help and cooperation in the study

Front 21

In the Hawthorne Studies, it found that ______ and ____________ factors could significantly affect productivity and morale

Back 21

social, psychological

Front 22

The Hawthorne experiments marked the beginning of a concern for

Back 22

human relations in the workplace

Front 23

In the Hawthorne Studies, they revealed that _____ factors do influence workers' behavior and that managers who understand the needs, beliefs, and expectations of _______ have the greatest success in motivation their workers

Back 23

human, people

Front 24

arranges these needs into the order in which people strive to satisfy them

Back 24

Maslow's hierarchy

Front 25

the most basic and first needs to be satisfied, are the essentials for__ water, food, shelter, and clothing

Back 25

Physiological needs

Front 26

In Maslow's Hierarchy, the needs from bottom to top are

Back 26

Physiological needs, security needs, social needs, esteem needs, self actualization needs

Front 27

relate to protecting yourself from physical and economic harm

Back 27

Security needs

Front 28

the need for love, companionship, and friendship; the desire for acceptance by others

Back 28

Social needs

Front 29

relate to respect- both self-respect and respect from others

Back 29

Esteem needs

Front 30

Involves maximizing your potential

Back 30

Self actualization needs

Front 31

proposed a theory of motivation that focuses on the job and on the environment where work is done

Back 31

Herzberg's Two-Factor Theory

Front 32

aspects of Herzberg's theory of motivation that focus on the work setting and not the content of the work; includes adequate wages, comfortable safe working conditions, fair company policies, and job security

Back 32

Hygiene factors

Front 33

Hygiene factors do not neccessarily motivate employees to excel, but their absence

Back 33

may be a potential source of dissatisfaction

Front 34

aspects of Herzberg's theory of motivation that focus on the content of the work itself; these aspects include achievement, recognition, involvement, responsibility, and advancement

Back 34

motivational factors

Front 35

True or False: Herzberg's motivation factors and Maslow's esteem and self-actualization needs are similar?

Back 35

True

Front 36

McGregor's traditional view of management whereby it is assumed that workers generally dislike work and must be forced to do their jobs

Back 36

Theory X

Front 37

Theory X supposes that:

Back 37

most people dislike work, workers must be coerced and directed, and workers have little ambition and incentive to have responsibility

Front 38

The theory X view of management does not take into account

Back 38

people's needs for companionship, esteem, and personal growth

Front 39

Managers who subscribe to Theory X

Back 39

maintain tight control over workers

Front 40

McGregor's humanistic view of management whereby its is assumed that workers like to work and that under proper conditions employees will seek out responsibility in an attempt to satisfy their social, esteem, and self actualization needs

Back 40

Theory Y

Front 41

Theory Y's assumptions are that:

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Physical and mental effort is as natural as play, workers will exercise self direction and control, workers commit to objectives they can see personal rewards in, the average person will seek responsibility, most workers do not make use of characteristics in their employees, organizations do not make full use of intellectual potential

Front 42

a management philosophy that stresses employee participation in all aspects of company decision making

Back 42

Theory Z

Front 43

Theory Y and Theory Z are

Back 43

Complementary

Front 44

small groups who discuss ways to reduce waste, eliminate problems, and improve quality, communication, and work satisfaction

Back 44

Quality Circles

Front 45

Participative management, employee involvement, or self-directed work teams are all other names for

Back 45

Quality circles

Front 46

an assumption that how much people are willing to contribute to an organization depends on their assessment of the fairness, or equity, of the rewards they receive in exchange

Back 46

Equity theory

Front 47

Workers regularly develops a personal

Back 47

input-output ratio

Front 48

Feeling of ________ may underlie some unethical or illegal behavior in business

Back 48

inequity

Front 49

the assumption that motivation depends not only on how much a person wants something but also on how likely he or she is to get it

Back 49

Expectancy Theory

Front 50

changing behavior and encouraging appropriate actions by relating the consequences of behavior to the behavior itself

Back 50

Behavior Modification

Front 51

The two types of consequences that can modify behavior are

Back 51

reward and punishment

Front 52

punishing unacceptable behavior may lead to

Back 52

employee dissatisfaction

Front 53

is reward or punishment more effective in modifying behavior"

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Reward is most effective

Front 54

movement of employees from one job to another in an effort to relieve boredom often associated with job specialization

Back 54

Job rotation

Front 55

Employees can eventually become bored with

Back 55

job rotation

Front 56

adds more tasks to a job instead of treating each task as separate

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Job enlargement

Front 57

incorporates motivation factors such as opportunity for achievement, recognition, responsibility, and advancement into a job

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job enrichment

Front 58

a program that allows employees to choose their starting and ending times, as long as they are at work during a specified core period

Back 58

Flextime

Front 59

a four-day period in which an employee works 40 hours

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compressed workweek

Front 60

performance of one full-time job by two people on part time hours

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Job sharing

Front 61

Two other flexible scheduling strategies are:

Back 61

allowing full-time workers to work part time for a period and allowing workers to work at home

Front 62

Working at home can be more

Back 62

productive

Front 63

Working at home might hurt

Back 63

career advancemtn

Front 64

the economic environment can change an employee's

Back 64

motivation

Front 65

In a slow growth or recession economy, sales can

Back 65

drop morale because of the need to cut jobs

Front 66

In good economic times, employees may look for

Back 66

better opportunities