Sunday, July 31, 2005

Motivating, satisfying, and leading employees -- terms

business essentials -- part 9 -- terms

psychological contract -- set of expectations held by an employee concerning what he or she will contribute to organization and (referred to as contributions) and what the organization will in return provide the employee (referred to as inducements)
job satisfaction -- degree of enjoyment that people derive from performing their jobs
morale -- the overall attitude that employees have toward their workplace
turnover -- annual percentage of an organization's workforce that leaves and must be replaced
motivation -- the set of forces that cause people to behave in certain ways
classical theory of motivation -- theory holding that workers are motivated solely by money
Hawthorne effect -- tendency for productivity to increase when workers believe they are receiving special attention from management
Theory X -- theory of motivation holding that people are naturally irresponsible and uncooperative
Theory Y -- theory of motivation holding that people are naturally responsible, growth oriented, self-motivated, and interested in being productive
hierarchy of human needs model -- theory of motivation describing five levels of human needs and arguing that basic needs must be fulfilled before people work to satisfy higher level needs
two-factor theory -- theory of motivation holding that job satisfaction depends on two types of factors, hygiene and motivation
expectancy theory -- theory of motivation holding that people are motivated to work toward rewards that they want and that they believe have a reasonable chance of obtaining
equity theory -- theory of motivation holding that people evaluate their treatment by employers relative to the treatment of others
reinforcement -- theory that behavior can be encouraged or discouraged by means of rewards or punishments
management by objectives (MBO) -- set of procedures involving both managers and subordinates in setting goals and evaluating process
participative management and empowerment -- method of increasing job satisfaction by giving employees a voice in the management of their jobs in the company
job enrichment -- method of increasing job satisfaction by adding one or more motivating factors to job activities
job redesign -- method of increasing job satisfaction by designing a more satisfactory fit between workers and their jobs
work sharing (or job sharing) -- method of increasing job satisfaction by allowing two or more people to share a single full-time job
flextime programs -- method of increasing job satisfaction by allowing workers to adjust work schedules on a daily or weekly basis
telecommuting -- former flextime that allows people to perform some or all of the job away from standard office settings
leadership -- process of motivating others to work to meet specific objectives
managerial style -- pattern of behavior than a manager exhibits in dealing with subordinates
autocratic style -- managerial style in which managers generally issue orders and expect them to be obeyed without question
democratic style -- managerial style and which managers generally ask for input from subordinates but retain final decision taking power
free-rein style -- managerial style in which managers typically serve as advisers to subordinates who are allowed to make decisions
contingency approach to managerial style -- approach to managerial style holding that the appropriate behavior in any situation is dependent (contingent) on the unique elements of that situation

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